And while your out on the shop floor, the office staff are slacking off (they ARE employees) and the accountant is dipping his hands into the funds to pay for his new house...
Of course, you havent allowed for the fact that 10-15 people had to be trained. If they each stayed at the job 12 months, you'd have more than one person leaving PER MONTH. Try keeping up with that employment schedule, and train them too. Not to mention interviews (you wouldnt delegate that would you?), etc.
Then add in that he MUST keep an eye on the accounts, to make sure everything is running smooth, keep and eye on orders, production, incoming goods, backorders, staff training, advertising, web updates, taxes, wages, superannuation, insurance, rent, machinery maintenance, tools, etc etc etc. SURE, you can delegate every one of those jobs to someone (who had to be trained) but ultimately YOU are the one to make the final decision. Bank account looking a bit slim? Hold off on timber purchase. Timber stocks low? Damn, scale down the hardware order to save a few funds. Superannuation is due, damn finish off that batch of guitars for the larger dealer, to get the cash coming in... oh, and there are three people on hold who MUST speak to you before they place an order for one guitar...
You cant run a business the size he does, keep your eye on the books, answer the phone when people ring, AND concentrate on building guitars. Its extremely rare to find someone more dedicated to a business than the owner. After all, to most people, its just a job. How many people do YOU know that dont really care about their job?
Im not anywhere near the size of Tom Anderson. Im one guy, with a part time assistant, that im slowly bring up to 3-4 days a week. I know what i have to go through, each week just to build some guitars. I cant imagine how much worse it is for Tom.
I have been in management posistions, and you cound not of said it better. I was working in a totally different trade, but it all applies the same for business.