Today’s guest is a true powerhouse in the world of business systems and scalable growth. David Jenyns is the Founder and CEO of SYSTEMology™, author of the groundbreaking book SYSTEMology, and the newly released book Systemology: System Champions.
He’s on a mission to free business owners from the day-to-day chaos by teaching them how to build systems that scale—without burning out. From running one of Australia’s most trusted digital agencies to systemizing himself out of the business, David walks the walk when it comes to creating freedom through systems.
If you've ever felt like your business couldn’t run without you… or that growth always means more of your time, this episode is your wake-up call.
In this episode, we sit down with David Jenyns, author of Systemology and The Systems Champion, to explore one of the most overlooked yet critical roles in growing a business: the systems champion.
Every organization reaches a point where relying on the knowledge and habits of a few key people isn’t sustainable. Scaling requires processes that are repeatable, transferable, and predictable—and that’s where a systems champion steps in. David shares why this role matters, what qualities to look for, common mistakes to avoid, and how business leaders can support the champion for long-term success.
Whether you’re just starting to systemize your business or already scaling rapidly, this conversation offers practical insights you can apply right away.
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Kathy: Hi David, how are you?
David: Good, Kathy. Great to see you.
Tom: Hey! How’s it going?
Kathy: Wonderful to have you on this podcast, David. Let’s dive in. You talk about the importance of systems champions. How do you define that role and why is it so critical?
David:
This role is often underappreciated and doesn’t get much visibility. A systems champion is essentially the right-hand person to the business owner when rolling out systemization. They’re in the trenches, dedicated to building a strong systems culture, capturing best practices, and making them repeatable.
Unlike an operations manager or integrator—who are usually too tied up with day-to-day responsibilities—the systems champion focuses consistently on documenting and improving processes. Without this role, leaders often get distracted and progress stalls.
Kathy: You just said something that stood out to me: repeatable and predictable. That’s so critical for scaling.
David:
Exactly. In many businesses, knowledge is trapped in the heads of a few key people—sometimes the owner, sometimes long-term staff. That knowledge is too valuable to leave undocumented. Otherwise, it walks out the door every day.
Capturing processes makes them repeatable, transferable, and scalable. One of the biggest obstacles to growth is dependency on specific individuals. Systems solve that.
Tom: In smaller businesses, when does the breaking point come—when you realize you need systems in place?
David:
It varies, but usually the longer you’ve been in business, the more you appreciate systems. Early on, success comes from your own skills, and it’s hard to let go. But as the business matures, you realize you need consistency across the team.
The “aha” moment often comes when someone gets sick, takes time off, or you realize you haven’t had a real break in years. For me, it was the birth of my first child—I wanted to be present, not constantly tied to work.
The sweet spot for introducing a systems champion is typically once you have 5–30 staff, product-market fit, repeat business, and a clear target audience. With fewer than 5 staff, you don’t get the same leverage. With more than 30, cultural change is harder.
Kathy: Right, and it’s unsettling to rely on just one individual.
David:
Exactly. Sometimes staff even protect their role by keeping their work in a “black box.” That’s dangerous because it creates hidden dependencies. A strong business should be transparent, accountable, and run like a sports team—everyone knows their role and works together.
Tom: What characteristics should owners look for in a systems champion?
David:
Look for someone who’s curious, organized, detail-oriented, and good at follow-through. They should be comfortable with technology and eager to learn. Many juniors make great champions because they’re hungry to understand not just the technical work but also the business side.
Most importantly, they need capacity. The business owner doesn’t have time to do this, so the systems champion must have space carved out to work on it.
Kathy: What challenges come up if it’s not a full-time role?
David:
That’s common. Sometimes it starts part-time or shared with another role, then evolves. Even half a day a week can make a big difference if protected. Systems have a compounding effect—each one saves time and money, and together they raise overall performance.
Tom: What mistakes do companies make when assigning this role?
David:
The biggest mistake is not giving the person enough time and support. Owners sometimes expect miracles without investment. Another mistake is lack of leadership buy-in. If the owner doesn’t set the tone and follow systems themselves, no one else will.
That’s why I wrote The Systems Champion book—as a manual for the team member, since owners aren’t always the best to direct the process.
Kathy: What support should leadership provide?
David:
Leaders must endorse the initiative publicly, allocate time and resources, and lead by example. No one should be “above the process.” If something goes wrong, look at the system first—not the individual.
Tom: How much time should be allocated weekly?
David:
At least half a day per week to start. If you want faster progress, increase it. Clear boundaries are important—otherwise, urgent tasks will push systems work aside.
Kathy: That makes sense. It’s more sustainable than trying to do it all at once.
David:
Yes, and it happens in phases. Initially, you focus on capturing “minimum viable systems”—the few critical processes in each department. Later, you build a culture where documenting and improving processes becomes second nature.
Ultimately, the champion role can even evolve into an “AI champion,” asking how technology can automate or accelerate systems.
Tom: And if the process feels slow?
David:
Be patient. Systems are a long game. Progress compounds over time. Start simple, even with high-level checklists, then refine later. Always begin with areas that cause the most pain or dependency.
Kathy: Where can listeners find your books?
David:
Amazon or Audible. Systemology is written for business owners. The Systems Champion is written for the person in that role.
Kathy: Perfect. We might even do some giveaways for our listeners. David, this has been fantastic. Thank you for joining us today.
David: My pleasure. I’d love to come back and dive into KPIs, rhythms, and other topics in the future.