You Don’t Need to Be in Tech to Build a Scalable, Sellable Business

“But Tanya, I run a bakery… not a tech startup.”

That’s what a founder said to me after a business growth workshop I hosted in Kinshasa.

And honestly? I wasn’t surprised.

It’s a common sentiment I hear all the time, whether I’m speaking in Johannesburg, Nairobi, or hosting strategy calls online.

There’s this persistent idea that scaling, systemizing, and positioning your business to be sold or invested in is only for Silicon Valley types—the ones building SaaS platforms, attracting VC money, and pitching at demo days.

But I’m here to challenge that.

Because this belief is not only false—it’s costing everyday business owners real wealth.

Let me say it clearly so there isn't any confusion:

Whether you run a bakery, a cleaning service, a small hotel, a boutique, or a printing business—you can build a company that scales, that outlives you, and that becomes an asset others want to buy or invest in.

And honestly? I get the sentiment that it isn't possible

Because before the structure comes the chaos.

Before the clean revenue dashboards and recurring contracts, there’s usually:

• A founder doing everything themselves.

• No team. Or worse, a team that depends too heavily on you.

• Revenue that’s decent—but inconsistent.

• Operations that only exist in your head.

• And a business that can’t run without you, no matter how tired you are.

The messy middle is where most founders get stuck

That in-between place. Where you’ve started. You’ve proven that people want what you’re selling. You have customers. Some money is coming in.

But you’re exhausted.

You’re juggling marketing, fulfillment, operations, people, client service, and admin. And every month, you have to start again from scratch.

The energy that got you started isn’t enough to sustain you here.

You need systems. You need structure. But more than that, you need a new mindset.

Because you can’t hustle your way to scale.

And no—scaling isn’t only for startups with apps, investors, or 10-person sales teams.

Scaling is for the woman with a bakery who’s burnt out.

It’s for the cleaning service founder tired of chasing one-off gigs.

It’s for the hotel owner who can’t predict next month’s bookings.

It’s for every small business owner who’s built something real—but doesn’t know how to make it work without them.

Let me show you what I mean.

Let me show you how that looks in real life, with a few examples of incredible entrepreneurs I worked with in Kinshasa.

Case Study 1: A Bakery That Discovered Growth Wasn’t Just About Bread

When she walked into the room, she looked tired. She was baking every day. Running to the store. Managing the shop. Hiring. Firing. Training. Fixing problems. Chasing payments.

This founder came in thinking growth meant producing more bread and maybe opening a second location.

It’s a fair assumption. In retail and food businesses, more often means better, right?

But we paused and reframed the conversation:

“What if scaling wasn’t about working harder, but about creating better demand and stronger systems?”

We asked a powerful question: “Who needs bread every single day, in large quantities, and can pay reliably?”

The answer wasn’t everyday walk-in customers. It was schools, hotels, corporate canteens, hospitals.

Here’s what we did:

• Identified and pursued B2B buyers: She built relationships with schools and hotels that needed daily or weekly deliveries.

• Created a WhatsApp ordering system: Clients could place recurring orders quickly, making her operations lean and predictable.

• Standardized everything: From her bread recipes to pricing, delivery schedules, and production timelines. We documented it all.

• Set up a basic SOP (Standard Operating Procedure): So even if she stepped away, the business wouldn’t collapse.

The result?

She moved from being the face of the bakery, stuck in the kitchen, to being a business operator with recurring revenue, operational independence, and scalability. And suddenly, she had a model that could be franchised, licensed, or even sold to another operator.

Case Study 2: A Cleaning Company That Shifted from Gigs to Stability

This founder was stuck on the hamster wheel.

This one hurt to watch.

A solid team. Great service. But no consistency.

Every month they were chasing short-term jobs. Sending quotes. Negotiating on WhatsApp. Hoping people paid. Often underpaid, always under pressure.

When we worked together, I asked:

“What if clients didn’t just hire you once… but paid you every month like a utility?”

We worked to reframe their service delivery and client acquisition:

• Created cleaning service packages: Office maintenance, residential cleaning, post-construction, and end-of-lease deep cleans.

• Adopted basic scheduling and task management apps: To streamline who’s doing what, when, and where.

• Positioned them as a facilities support partner rather than “just” a cleaning company.

• Pitched long-term contracts to embassies, property managers, and co-working spaces.

What happened?

They built recurring monthly revenue, trained teams to manage accounts, and turned their business into a systems-run operation.

That made them no longer reliant on unpredictable gigs. It also positioned them for growth funding, acquisition by a facilities management company, or expansion into other cities.

Case Study 3: A Small Hotel That Realized Tourists Weren’t the Only Clients

This hotel was relying mostly on walk-in customers and online bookings. Revenue was inconsistent. Forecasting was hard.

This hotel was doing okay—but every month was a gamble.

Bookings came in last minute. Lots of empty rooms. Staff was always reacting, never planning.

We zoomed out and asked:

“What if your best clients weren’t tourists—but organizations that need accommodation every week?”

We shifted their thinking to institutional clients:

• Identified key partners: NGOs, aid organizations, and training institutions often fly in staff or consultants for extended stays.

• Created a corporate accommodation offering: Flat rates, direct bookings, room blocks.

• Streamlined back-end operations: SOPs for check-in/check-out, staff training, room cleaning, customer support, and meal services.

• Set up booking systems through WhatsApp, their website, and automated invoicing.

Now, instead of hoping for random tourists, they have a steady stream of clients, more predictable income, and a hotel that operates on systems—not just hustle.

And that’s what makes a hospitality business attractive for investors, expansion, or acquisition.

What’s the Lesson Here?

You don’t need to write code or build an app to build a company that creates wealth.

But you do need to shift from being a hustler to becoming a business builder.

Here’s what that looks like:

🧠 Think like a builder, not just an operator

Move beyond the day-to-day. Ask yourself:

• What can be automated?

• What can be systematized?

• What can run without me?

💼 Position your business like an asset

You need to prepare your business so that someone else can:

• Step in and operate it.

• See the revenue potential.

• Trust the systems in place.

🔗 Attract bigger clients, not just more clients

You don’t need 1000 customers. You need 10 institutional clients who pay on time, stay longer, and grow with you.

🧩 Use digital tools—smartly

Not everything needs a fancy app. WhatsApp, Google Sheets, Calendly, Stripe, and a scheduling tool can do wonders when combined with solid processes.

What We Do at Wizz Digital Consultancy

At Wizz, we help founders who already have clients and revenue—but want to grow sustainably, predictably, and profitably.

We guide you to:

• Secure larger clients and contracts (schools, NGOs, corporates)

• Use digital tools to automate delivery and operations

• Systemize and document your business so it becomes investable or exitable

It’s not about turning every business into a tech startup. It’s about turning your existing business into a scalable asset.

Ready to Scale? Let’s Talk.

If you’re in that phase where you’re doing okay—but know you could do better with the right systems, positioning, and strategy...

Comment “SCALE” or DM me.

Let’s have that conversation.

Whether you want to license your brand, create new revenue streams, or simply step away without everything collapsing, I’d love to help you structure your growth.

PS:

I love holding workshops when I travel—especially where founders are building things that matter.

If you'd like me to host one in your city, drop the name in the comments or shoot me a DM.