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