Let’s talk about something that gets awkward fast: how much you, the CEO, get paid.
I can’t tell you how many high-level business owners I’ve worked with who are killing it in revenue… but still aren’t paying themselves consistently (or correctly).
And I get it. You’re busy running the show. But if you’re not building your salary into the business model—like an actual line item—you’re not running a real business. You’re running an expensive job with a lot of pressure.
So let’s fix that.
First: Yes, You Should Be Paying Yourself
You’d be surprised how many multi-six and seven-figure business owners aren’t taking home steady paychecks.
They’re waiting to see what’s “left over” at the end of the month. Spoiler alert: that’s not a strategy.
This is your reminder that your salary should be planned for, not squeezed in as an afterthought.
Second: Know Your Role (and Compensate Accordingly)
Let’s be honest—entrepreneurs wear all the hats. But a CFO wouldn’t get paid the same as a marketing assistant, right?
So when you’re building your salary, think about the roles you’re filling in your company. Are you:
- The face of the brand?
- The strategist?
- The executor?
- The visionary?
Each role has a market rate. Use that as a guide. Your business should be able to support a CEO salary that reflects your value—not just your hours.
Third: S Corps Need Strategy
If you’re an S Corp (and if you’re not, we should talk), this part really matters.
The IRS requires you to pay yourself a “reasonable salary.” Too low, and you risk penalties. Too high, and you’re overpaying in payroll taxes.
There’s a sweet spot. And with the right planning, we can hit it—saving you money while keeping the IRS happy.
Fourth: Separate You from the Business
Here’s where a lot of business owners get tripped up.
They make emotional decisions about money: “I’ll just skip my pay this month because it’s tight.” Or, “I’ll take a little extra because I’ve been working so hard.”
You are not your business. You are employed by your business.
And when you start treating it that way—like a real company with real financial structure—you start making better decisions.
Final Thought
If you want to scale sustainably, feel financially stable, and stop having weird feelings about your own pay… you need a CEO salary strategy.
This is exactly what we build out in CFO sessions. And it’s one of the fastest ways to go from reactive to proactive leadership.
Let’s stop winging it and start structuring it.