yeah, i mean, i know what i;m doing by following instinct... but really at this scale... all decisions seem wrong. we truly have no one in the company who has been here before, and that is a problem.
I have bad news: Nobody has been there before.
Perhaps they have managed $10M rev companies before, but they haven't managed your $10M company. No matter what, the prescription is going to be the same:
1. Make serious, solid decisions,
2. Get some of the right
3. Get some of them wrong
4. Course-correct the wrong ones.
I'm taking a wild guess here, but is there any chance the real problem is that you are a bunch of friends? ie, that there is no one with final authority? If so, that will not be solved with a hire.
Anyway, good luck. We should all have such high-quality problems. (btw, currently bootstrapped to 1/10th your number. Prior company founded was an $80M VC-funded company.)
just be careful when you talk to private equity, investment banking and growth capital folks and do not give up ownership of your business easily, if at all.
if they haven't hit you up yet, they certainly will after your posting this. like moths to a flame, they will appear. or maybe wolves to a kill. or vultures.
be especially suspicious of companies that wish to incorporate your firm before you're ready.
also beware of competitors or "consulting firms" calling you up to find out more about your firm for the purposes of a "purchase or partnership" who really just want to squeeze out as much info about you as they can before never calling back.
either way make sure you have good legal representation.
> and possibly being disingenuous to your audience here
honestly i don't believe this awe-shucks bullshit for a second, especially from someone who built a $10 million company in 2 years.