Build systems, not dependencies — True leadership means empowering people, stepping back, and building processes that run without you.
Have you ever noticed how often we equate success with more? Whether that’s more products, more profits, more activities or more accomplishments, we buy into the belief that we have to do more to have more to be more. And that will sum up to success. And then along comes The Great Resignation. Where employees are signaling that the “more” that’s being offered — even more pay, more perks, and more PTO — isn’t summing up to success for them. We visited with leaders who are redefining what success means now. Their answers might surprise you.
As a part of this series I had the distinct pleasure of interviewing Aaron Harper.
Aaron Harper scaled Rolling Suds from a one-unit family business to more than 300 franchise locations in 18 months, earning recognition as one of the fastest-growing franchises in the U.S. in 2024 by Entrepreneur Magazine. In 2025, he stepped down as CEO, while remaining Chairman of the board, to prioritize his family, train for his first Ironman, and focus on thought leadership and hosting The Scaling Podcast. Featured in Entrepreneur, Forbes, and more, he now teaches entrepreneurs how to scale with clarity, discipline, and a life that actually feels good.
Thank you for making time to visit with us about the topic of our time. Our readers would like to get to know you a bit better. Can you please tell us about one or two life experiences that most shaped who you are today?
A few experiences stand out as defining moments. The first was transitioning from the film and television world into franchising. Working on big productions taught me a lot about people and projects, but I realized I wanted to build something I could own, scale, and leave a mark on. That shift showed me how much I loved franchising; the scalability, the power of systems, and the ability to turn a simple idea into a replicable model that could impact people and communities. The second defining moment was acquiring Rolling Suds, a one-unit family-owned power-washing company. I saw the potential to transform it into a national brand through smart systems, leadership, and storytelling. That leap was risky, but it reinforced a lesson I carry into everything I do: real growth comes from embracing discomfort, taking calculated risks, and trusting the process.
Another defining experience was stepping down as CEO at the height of Rolling Suds’ success. We grew from one location to more than 300 in 18 months, earned national recognition, and built a momentum that most founders only ever dream about. From the outside, the narrative is usually to stay in the driver’s seat, to hold on as long as possible. But I had the clarity to recognize that the skill set required to take a business from 1 to 300 units is not the same skill set required to take it from 300 to 500 and beyond. Continuing to lead in the same way would have eventually held back the company, and it would have also required me to sacrifice parts of my life and identity that matter deeply to me.
Stepping down while remaining Chairman of the Board was not an exit. It was a leadership decision. It was doing what was best for the business, best for the franchisees who trusted us, and best for my family and my well-being. That decision taught me that success is not just about how fast you can grow something. It is about knowing when to evolve, when to hand the baton to someone better suited for the next phase, and when to make room for your own life outside the business.
We all have myths and misconceptions about success. What are some myths or misconceptions that you used to believe?
I used to define success by how fast I was moving, how many new locations we were opening, how many people I was hiring, and how many records we were breaking. If we weren’t growing at full speed, I felt like I was falling behind. For years, that drive fueled everything I did. It gave me energy in the beginning, but eventually it made me miserable. I was so focused on scaling Rolling Suds that I forgot to scale myself, my energy, my relationships, and my own happiness. I tied my self-worth to the company’s performance, and somewhere along the way, I started operating as a machine.
Circumstances forced me to take a huge step back when my third child was born in 2025, and when I zoomed out, it gave me the clarity I desperately needed. It made me realize growth and progress aren’t the same thing. You can sprint ahead and feel like you’re winning, but if you’re losing yourself in the process, you’re losing far more than you’re gaining. Sometimes the bravest move is to pause, take a breath, and make space to see the bigger picture. That’s when real progress happens.
How has your definition of success changed?
Today, I see success as freedom. Freedom to design your life and to choose where to put your energy. When I stepped down as CEO of Rolling Suds, it was not because I was burned out. It was because I wanted to live in alignment. I wanted to be present with my family. I wanted to train for an Ironman. I wanted to write, create, and share what I had learned. And I also wanted to continue growing Rolling Suds and serve my franchisees to the best of my ability.
Scaling from one to 300 units takes a different skill set than scaling from 300–600. Early growth needs a driven founder who can move fast and break things- that’s what I’m good at. Expanding nationally with mature systems requires someone who has done it before, which is why I chose to step down and hire a seasoned CEO to get us to the next level while I direct my energy and focus to what lights me up these days, which is creating content and connecting with people.
I still love growth and scaling, but now I want to prioritize growing as a person, not just as an executive. I am learning to find joy in the quiet moments, in reflection, in giving back. Success is not about being the busiest person in the room anymore; it’s about being truly fulfilled.
The pandemic, in many ways, was a time of collective self-reflection. What changes do you believe we need to make as a society to access success post pandemic?
The pandemic forced everyone to stop and ask, Why am I doing all this? It’s something I think leaders should do at least once a year.
Before 2020, so many of us were living on autopilot. We need to redefine productivity. Productivity is not about working longer hours. It’s about working smarter, with better systems and more intention.
We also need to shift from achievement-based identity to values-based identity. If everything you are is tied to what you produce, you will eventually hit a wall. If your work aligns with your values, that is sustainable. Post-pandemic, the people and businesses that are thriving are the ones who understand that humanity is the biggest part of the equation.
What do you see as the unexpected positives in the pandemic? We would love to hear a few of your stories or examples.
It forced me to slow down, and in that pause, I found more clarity; much like what I experienced in 2025 when welcoming my third child.
Before 2020, I was running at full speed for companies that didn’t fully match my values. With travel canceled and meetings on hold, I had time to think about what I really wanted for my future. Time to spend uninterrupted moments with my family. Time to breathe. I wanted to build something of my own, my way.
It also changed how I lead. I used to think leadership meant showing no weakness. During that period, nobody had the answers. It became okay to say, I do not know, but I will figure it out. That vulnerability allowed me to connect with others on a deeper level, and it allowed me to ask the right questions that eventually led to me acquiring Rolling Suds.
It also sparked creativity. That stillness gave me ideas about content creation, storytelling, franchising, scaling, and how to connect with people beyond just transactions. It was the start of realizing I had something much bigger to share beyond growth metrics and one-on-one conversations.
We’re all looking for answers about how to be successful now. Could you please share “5 Ways To Redefine Success Now?”
- Build systems, not dependencies — True leadership means empowering people, stepping back, and building processes that run without you.
- Protect your energy- Energy is your most valuable currency. Guard your time, health, and peace like assets.
- Invest in people- Money and strategy matter, but people multiply your vision. Take care of your team, and they will take care of the business.
- Detach from titles- Your worth does not come from a business card. Your identity is in who you are, not what you do.
- Play the long game- Stop chasing instant wins. The people who build lasting success think in decades, not quarters.
How would our lives improve if we changed our definition of success?
We would be happier. We would spend more time living and less time chasing. Imagine a world where success means time with family, mental clarity, and doing work that makes you proud and energized. Happier leaders build stronger organizations. When people feel seen and supported, performance naturally follows. Ironically, when you stop chasing success and start living it, the results everyone else obsesses over get better anyway.
What’s the biggest obstacle that stands in the way of our redefined success? And what advice would you offer about overcoming those obstacles?
Ego. Ego tells you to keep moving, to prove yourself, to never slow down. It hides as ambition but is often fear in disguise.
I’ve faced this myself. When I first thought about stepping down as CEO, there was a voice that said, “You cannot walk away.” But my gut said, “You built it so you can.”
Listen to the gut. It is grounded in truth. The ego is grounded in fear.
Where do you go to look for inspiration and information about how to redefine success?
This year, Ironman training has been a huge teacher. You can’t fake endurance. It teaches discipline, patience, strength, and mindset. Real growth happens in strategic discomfort, not chaos.
I also find inspiration in conversations with franchisees, other entrepreneurs, content creators, and my family. Listening to their struggles and victories keeps me grounded and inspired.
We are very blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US, with whom you would love to have a private breakfast or lunch, and why? He, she or they might just see this if we tag them.
That’s a tough one, but if I could have breakfast with anyone, it would probably be Richard Branson. Not just because of what he’s built, but because of how he’s built it. He’s always balanced massive ambition with fun, humanity, and adventure. I admire that he never lost himself to the business; he built companies that reflected who he was, not the other way around.
How can our readers further follow your work online?
You can learn more about Aaron and Rolling Suds here:
https://www.instagram.com/aarontharper
https://www.facebook.com/atharper/
https://www.tiktok.com/@theaaronharper
https://www.youtube.com/@theaaronharper
https://www.linkedin.com/in/aaron-harper-998140125/
https://podcasts.apple.com/gb/podcast/the-scaling-podcast-with-aaron-harper/id1795761147
https://www.rollingsudsfranchise.com
Thank you for these fantastic insights. We greatly appreciate the time you spent on this. We wish you continued success and good health.
About The Interviewer: Karen Mangia is one of the most sought-after keynote speakers in the world, sharing her thought leadership with over 10,000 organizations during the course of her career. As Vice President of Customer and Market Insights at Salesforce, she helps individuals and organizations define, design and deliver the future. Discover her proven strategies to access your own success in her fourth book Success from Anywhere and by connecting with her on LinkedIn and Twitter.
Aaron Harper Of Rolling Suds On Redefining Success, Leadership, and the Meaning of Enough was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.