Could Your Business Run Without You? What 14 Weeks Without a CEO Taught Us About Business Resilience

Could your business run without you?

A couple of years ago, I wrote an In Case of Emergency (ICE) plan. We all know that continuity planning is important, but it’s rarely urgent. I’d like to claim this was evidence of exceptional foresight on my part but, in reality, we needed to create one for a tender we were submitting. Once it existed, though, an annual review and update became part of the rhythm of our business.

I never thought it would be put into practice. I was wrong.

On 1 May 2026, I unexpectedly had a heart attack. I was seriously unwell, but I’m pleased to report that I’m recovering steadily.

After fourteen weeks away from my desk, I’ve come back to discover how our ICE plan and, more importantly, our business performed when unexpectedly put to the test.

The CEO really was absent

I want to emphasise that this was not nominal sick leave while I continued to run the company from home. I was totally and unexpectedly absent.

I wasn’t well enough to work. Darren, my husband and business partner, deleted Outlook from my phone and confiscated my laptop. Beyond answering the occasional question that genuinely only I could answer (“What’s the login for X?”), I had no involvement in the business whatsoever.

Over the course of my fourteen-week absence, I visited the office a couple of times purely because I missed everyone. We didn’t discuss work.

Even at home, Darren and I didn’t discuss the company beyond, “Did you have a nice day, dear?” “Yes, thanks.”

As far as Iconic was concerned, its CEO vanished off the face of the Earth without warning.

The plan worked because the people made it work

During one of my social visits to the office, Tabindah mentioned that, although the team never thought they’d need it, the ICE plan had been genuinely helpful. They knew what needed to happen and had sufficient information and authority to get on with running the business.

I don’t want to over-credit the document, though. A thorough plan isn’t what ran Iconic for fourteen weeks. Our people did. The plan enabled a capable team to act.

I’d like to say I’ve come back to find things ticking along very nicely, thank you very much, but that would be selling the team short. Not only have they continued to deliver projects in their customarily competent way, they’ve also forged ahead with the work that supports our strategic goals.

A thorough plan isn’t what ran Iconic for fourteen weeks. Our people did.

Business development has continued. An automated PMO system is being developed. New opportunities have been identified and pursued. Acquisitions have progressed. A new office has been purchased.

My point is this: contingency planning matters, but plans only work when people have the information, trust and authority to act.

The strongest evidence: our clients didn't need to know

We received enormous understanding from people around the business, but we didn’t need understanding from our clients. My absence didn’t affect the service they received even a little bit.

There were no requests for patience. There was no reduced service. There was no “please bear with us during a difficult period.”

I’m sure some of our clients knew I was missing, and why, but only because it came up naturally in conversation. It wasn’t a secret, but nor did it require a grand announcement. My absence was significant to me and to the people around me; it wasn’t significant to the delivery of our projects.

Business is still human

One of the things the past fourteen weeks has reinforced for me is that, however professional our relationships may be, business is still fundamentally conducted between people. When something genuinely unexpected happens, a little flexibility and understanding can make an enormous difference.

Thames Valley Chamber of Commerce didn’t make a fuss when we cancelled a round table presentation at the eleventh hour because I was unexpectedly in a cardiac ward. APM gave us breathing space. Julie at In Light Marketing continued to deliver our marketing despite receiving virtually nothing from Iconic. Luke at RAW Accounting made sure people were paid and we remained tax-compliant, while simultaneously improving our financial reporting.

Peter at ActionCOACH Reading & Wokingham supported Darren and Oscar to continue pursuing our strategic objectives and progressing potential acquisitions. When the time came to think about what my eventual return might look like, he also helped Darren consider how my role could change while I was still too unwell to contribute to that conversation myself.

None of this involved grand gestures, but collectively it removed problems, maintained momentum and gave the team space to concentrate on running the business.

Coming back to discover I'm unnecessary. Excellent!

After fourteen weeks, I've returned to find the business absolutely fine. Nothing bad has happened. Lots of very good things have happened.

Rather than being wounded by that, I’m delighted.

For a founder who eventually wants to retire, this is the objective: a profitable business that runs without me. An Iconic that depends upon my continued daily presence isn't genuinely independent of me.

One of the most reassuring things a CEO can discover is that they're not indispensable. I couldn’t be more pleased to discover that Iconic can operate perfectly well without me.

I'm not coming back to the same job

It isn’t very often that circumstances force you to stop completely and give you the opportunity to reconsider how you were doing things before. I’m determined not to waste it.

Before the heart attack, my role had gradually accumulated anything without an obvious owner. If it needed doing, I’d do it. Some of that work suited me; plenty didn't.

Work shouldn't belong to the CEO just because it doesn't obviously belong to anyone else.

During fourteen weeks without me, other homes had to be found for those responsibilities. Rather than automatically gathering them all back up on my return, we've properly defined what the CEO of Iconic should be doing.

Leadership. Strategy. Growth. Culture. These are the things where my contribution genuinely matters. Everything else needs an appropriate owner.

Crucially, this isn't just better for my recovery; it's better for the business. I’m not being relieved of responsibilities because I've been ill. We're making better use of the CEO role.

Could your business really run without you?

If you were unexpectedly unable to work tomorrow, what would happen to your business?

I don’t mean a planned holiday, or an absence where you had time to prepare a handover. I mean if you just vanished for fourteen weeks.

Who knows what you know? Who has authority to make decisions? Where are the passwords, contacts and essential information? What work has accumulated with you simply because nobody else owns it? Would clients notice?

When disruption isn't a choice

As an Iconoclast, I’m generally quite comfortable challenging the way things are done. On this occasion, though, I wasn't the one doing the disrupting. My heart took care of that for me.

I know I’m lucky. I’m better and I’m beginning to return to work. I’m enormously grateful to everyone who supported me and helped look after Iconic while I couldn’t.

What happened forced a fairly brutal interruption to business as usual. I have no intention of wasting it by rebuilding everything exactly as it was before.

I’ve returned to a business that is slightly less dependent upon me than the one I left fourteen weeks ago.

That’s not something to fix. It’s progress.

Author

Lizzie Hewitt

Lizzie is the driving force behind Iconic Project Management. She thrives on crafting creative strategies that set the company apart, ensuring every project delivers maximum value for clients.

Her leadership is built on a people-first approach—empowering the team with the right tools, support, and culture to do what they do best: deliver outstanding projects on time, on budget, and on brief.

Passionate about innovation and continuous improvement, Lizzie is committed to making the construction industry a place where people and projects thrive.