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Hey there, CEO!

Welcome to a A Behind-the-Scenes Look at My Day-to-Day Role

There was a time in my wedding business where I worked 24/7. If I tried to take a break, I would be thinking about how my business is failing without me. Something had to change and it did. Thank God!

Now, as someone who’s transitioned from running weddings to truly leading a business, I know firsthand that stepping into the CEO role is a whole new ballgame.

If you’re asking yourself, “What does a CEO actually do?”—especially if you’re a business owner moving out of daily operations—then this podcast and episode blog are for you.

Here’s a behind-the-scenes look at what my day-to-day looks like, the challenges of moving into a CEO role, and the key responsibilities that keep the business thriving without my constant involvement.

Special thanks to Amanda Figueredo, Owner of Day of Diva and Inner Circle Student of the Wedding Pro CEO, for guest hosting on the podcast and asking the questions all wedding pros looking to become CEOs of their business are asking.

1. Setting and Communicating the Vision

When I first stepped back from wedding planning, my main job became creating a vision for where I wanted my business to go. Being a CEO is about strategy, not just doing more. And trust me, that was an adjustment. As I told Amanda, one of my Inner Circle students, “Once I passed off sales, my job became seeing the company from the top down.”

That meant focusing on long-term goals and ensuring that every team member understood our direction. Sharing the “big picture” helps everyone on the team stay motivated and aligned.

2. Building and Leading a Strategic Team

Moving out of the day-to-day required me to build a team I could trust with all aspects of the business. I often say, “Do I have the aces in their places?” That means making sure each person on my team is not only skilled but also happy in their role.

I used to think I could do everything best, especially sales. But once I hired a dedicated sales manager, I saw just how effective delegation can be.

“When I first gave up sales, I was positive no one could do it as good as I could. But once I stepped back, I could see where the team needed support and who excelled in different areas.”
-Brandee Gaar

As the CEO, your role is to create a team structure that makes the business run smoothly, even when you’re not there.

3. Monitoring Key Performance Indicators (KPIs)

Data is everything. When you’re running the business from a high level, you’re no longer in the weeds. Instead, you’re monitoring performance through numbers and trends.

Every month, I look at reports that tell me whether we’re on track financially, where we’re succeeding, and where we’re falling short. Neglecting your numbers will keep you in business HELL for eternity!

Grab my FREE budget planner and get your numbers on track in no time: https://weddingproceo.com/budget

“Did we hit our sales goal or not? That’s the first question I ask. And if we didn’t, I want to know why—was it a lack of leads, or were we just not closing enough?”
-Brandee Gaar

These reports give me insight into where to focus our efforts, whether it’s lead generation, marketing adjustments, or improving client conversions.

4. Planning for Future Growth

As the CEO, my role is to think several steps ahead. I’m constantly asking myself, Where do I want this business to be in 3-5 years?

If you’re still in the day-to-day, you don’t have the time or mental bandwidth to dream big. For me, that’s meant envisioning new revenue streams and even considering succession planning.

“If I want to be fully out of weddings in 18 months, then I need to make sure that’s reflected in our budget and our hiring goals for the next year.”
-Brandee Gaar

Thinking ahead also means creating a business that could eventually run without me, so I can explore other ventures or even exit if the time is right.

5. Ensuring Financial Health

Being a CEO also means being deeply involved in the financial health of the company. It’s not just about keeping the lights on; it’s about making sure the business is sustainable and profitable.

I regularly review our budget, forecast expenses, and plan for cash flow, especially during off-season months.

“It’s not necessarily a specific dollar amount, but making sure we’re profitable with flow-through from every wedding.”
-Brandee Gaar

If we want the business to grow sustainably, every decision has to make sense financially. That’s why setting a budget and hitting financial milestones are crucial parts of my role.

6. Delegating and Staying Out of the Weeds

This one is harder than it sounds! I had to learn to trust my team fully, which meant no micromanaging.

As Amanda asked me, “How do you trust your team to handle things when you’re not directly involved?” My answer? I train them thoroughly and let them take the reins.

“At first, I co-planned weddings with my team so they could see exactly how I handled things.”
-Brandee Gaar

Once I knew my team understood our standards and approach, I felt confident stepping back. As CEO, it’s essential to avoid getting pulled back into tasks that others can handle.

7. Protecting My Calendar

Time management as a CEO is very different than it was when I was in operations.

I had to learn to protect my calendar fiercely. Mondays are my CEO days, where I review data, KPIs, and big-picture strategies. Tuesdays are for team meetings, and I avoid any outside distractions.

“No one controls your calendar but you. As CEO, you have to have white space on your calendar, or you’ll end up just spinning your wheels.”
-Brandee Gaar

This level of focus allows me to dedicate time to strategic thinking without getting sidetracked by day-to-day tasks.

8. Maintaining a Strong Company Culture

When you’re stepping back, it’s easy to feel disconnected from the team. But a strong culture is what keeps your business running smoothly.

I make sure to have regular check-ins with my team leaders and encourage open communication.

“When my team understood my vision and knew I was stepping back to help the business grow, they protected my time because they wanted the same outcome.”
-Brandee Gaar

A healthy, motivated team is essential if you want the business to thrive without you directly involved in every detail.

Before We Go

Being a CEO is about stepping into a new mindset—one that focuses on big-picture growth, team development, and strategic decision-making. It’s a journey, and while it’s challenging, the freedom and perspective it offers are worth every step.

If you’re thinking about moving into a CEO role, I hope my experience gives you a roadmap and the confidence to take that next big step!

Don’t do it alone! Join the Wedding Pro CEO and save time while joining a community of Wedding Pros that are already doing it. Accelerate your business growth, become more profitable than you thought was possible. Click HERE for your next steps!

FAQ

Q: How do you know when you’re ready to step into the CEO role?

A: It often happens in phases. For me, I gradually delegated responsibilities like sales and operations until I was only handling the strategy. If your business struggles without you, it’s a sign that you might need to start building a team so you can step back.

Q: What financial milestones should I hit before stepping back?

A: It depends, but generally, I recommend being in the multi-six-figure range with solid profitability. You should have a budget that covers both your salary and the team’s, plus some cash flow to support the business if you’re stepping out of revenue-generating tasks.

Q: How do you build a team you can trust?

A: Look for people with the right personality and work ethic. Skills can be taught, but commitment and customer service are harder to instill. I spent time co-planning with my team members so they could understand our standards before handing over more responsibility.

Q: What if I feel guilty for not being as involved?

A: That’s normal, but remember, your job as CEO is to ensure the long-term success of the business. If you’re focused on strategy and growth, you’re doing what’s best for everyone, including your team.

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