CZ: Founders Must Deeply Engage in Business After Delegation
Binance founder CZ stated at a reading session that founders can delegate authority after finding a trusted leader, but this should not be equated with disengagement from the business; they should continue to engage with users and pay attention to product features and system performance.
He mentioned that founders must first understand their own capability boundaries and then seek partners who can complement their weaknesses. Taking Binance as an example, CZ focuses on technology and product systems, while Yi He excels in market, brand, user communication, and growth. Their division of labor is based on complementary capabilities rather than a single leader taking on all functions.
His statement about "letting go" means allowing clearly defined responsible individuals to have decision-making space, rather than the founder stopping the acquisition of frontline information. For a trading platform, user feedback, product usability, matching and clearing stability, risk control experience, customer service issues, and system performance can quickly translate into retention, trading volume, and trust risks. If founders rely solely on layered reporting, they often struggle to identify real business changes in a timely manner.
CZ emphasized that even if founders do not personally execute market, engineering, operations, or customer service, they should maintain an understanding of key business metrics and product details. This means that management needs to distinguish between "doing things personally" and "maintaining judgment": the former can be delegated to more suitable leaders, while the latter cannot be completely outsourced to organizational levels.
He also pointed out that companies cannot rely on any single person. In high-growth or high-risk industries, if product, compliance, technology, security, liquidity, or user relationships depend solely on a specific founder or executive, any departure, misjudgment, or information blockage can amplify into company-level risks; organizational capabilities need to be solidified into team collaboration, processes, and handover mechanisms.
In terms of market mechanisms, delegation itself does not constitute financing, trading, or asset price events, but it determines how capital and information flow within the company. Granting execution rights to responsible individuals can shorten decision-making chains, while founders maintaining user and system feedback channels can reduce agency problems; the beneficiaries are organizations that can achieve rapid execution and effective supervision simultaneously, while the burden falls on founders whose micromanagement creates bottlenecks, or companies where excessive delegation leads to business realities being filtered by middle layers.
Source: Public Information
ABAB AI Insight
Binance's early expansion is a case of "parallel technology systems and market distribution." CZ founded Binance in 2017, and the platform rapidly expanded during high trading volume periods. The core challenges included not only asset listing and user acquisition but also matching engine capacity, wallet security, fiat channels, liquidity, customer service, and regional compliance. Yi He's public role at Binance has long covered brand, community, growth, and customer experience. The complementary capabilities of the two create an organizational structure suitable for a cryptocurrency exchange, which requires both round-the-clock technical stability and relies on high-frequency user trust and market dissemination.
In terms of capital pathways, founder delegation addresses organizational bandwidth issues: product leaders manage roadmaps, engineering leaders manage system reliability, marketing leaders manage user growth, compliance and risk control leaders handle regulation and asset security, while founders retain cross-departmental resource allocation and key decision-making authority. The revenue of a trading platform comes from trading volume, transaction fees, product conversion, and user asset retention; any disconnection—such as growth exceeding system capacity, product expansion exceeding risk control, or market commitments exceeding compliance capabilities—will convert revenue growth into higher accident and regulatory costs.
Historically, after Steve Jobs returned to Apple, he deeply participated in product judgment but delegated operational execution to Tim Cook; Mark Zuckerberg retains product and strategic control at Meta while different executives are responsible for advertising, infrastructure, Reality Labs, and policy affairs. A negative example is WeWork during Adam Neumann's time, which overly relied on personal will, lacked governance and capital discipline, and ultimately exposed structural issues under business model pressure. Effective delegation does not weaken the founder but releases the founder's judgment from daily approvals to focus on product direction, talent allocation, and high-risk decisions.
This is part of industry chain reconstruction. In AI, cryptocurrency, and internet platforms, organizational competition is not just about having stronger individuals but also about whether personal experiences can be encoded into team divisions, data feedback, system rules, and replicable processes. Founders must deeply engage in the business because users, products, and systems are the sources of commercial value; companies cannot rely on founders because growth requires the diffusion of decision-making authority and execution within the organization. The strongest structure is not "founders always personally involved" but rather founders retaining a real perception of key variables while allowing teams to execute independently within clear boundaries.
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