Two ideas struck me from the book. First, thinking like a technician is different from thinking like a manager is different from thinking like a business owner

Two ideas struck me from the book. First, thinking like a technician is different from thinking like a manager is different from thinking like a business owner. You may have technical expertise, but that doesn't in and of itself teach you how to manage a business or how to build a business. Sometimes you have to switch hats. You'll almost certainly have to learn the difference between performing a skill, managing people, and building a business. Second, building a sustainable business requires you to create good processes which allow you to get good results from average workers. Gerber calls this the franchise model. Even if you don't want to build a franchise, he argues that the technique works--this means getting knowledge out of the head of the one or two fantastic employees you have (the ones on whom the business relies) into documentation. I ought to write up longer thoughts on the book. I found it frustrating to read but valuable nonetheless.