There is nothing wrong with working inside your business. Early ownership often requires close involvement, and that experience can teach you what customers need, where the system breaks, and what a strong team must learn. The question is whether the business becomes more capable as you do.
A business remains dependent when every customer relationship, decision, and recurring task lives with one person. It begins to become an asset when the knowledge moves into documented processes, trained people, clear standards, and useful performance measures.
That transition takes more than hiring a manager. It requires developing leaders who can make sound decisions within clear boundaries, then giving them a scorecard and the coaching to improve. A useful test is what happens when you or the manager are unavailable. Does the organization still know what good looks like?
The goal is not zero involvement. It is better involvement. Over time, the owner should spend less energy being the single point of failure and more energy on leadership, capital, people, and improvement. That is how daily work begins to build transferable value.
Learn the business. Lead the business. Then build it to work beyond you.