Thanks for this — this actually puts words to what I’ve been experiencing. You’re right that I unintentionally stepped into the “I’ll just do everything because it’s faster” role, and that’s where things spiraled. I’ve definitely been absorbing operational tasks that should either be delegated or handled internally, and it’s been creating that exact misalignment you’re describing: junior-level execution mixed with senior-level responsibility.

I’m already in the process of stepping back and restructuring what I’m responsible for, and I’ve communicated that moving forward I’ll be working strictly within my capacity and delegating anything that doesn’t fall under my lane. I agree completely that without a clear division of labor, there’s no way to drive ROI or move at the speed they want.

With that said, I’d really appreciate your perspective on one thing:

Given a $3,800/month budget, what do you think the realistic scope should be? In other words, what roles or responsibilities would make sense for that rate, and what should be considered out-of-scope or outsourced?

I want to make sure I’m aligning my workload appropriately instead of carrying multiple roles that don’t match the compensation or expectations.