We should analyse the situation at Seaside Organics with the framework introduced by Neil C. Churchill and Virginia L. Lewis, in the article “The Five Stages of Small Business Growth”. When Sara Norton took the lead of Seaside Organic, the company was struggling in the first stage of the model, the existence. The then top manager, Lara Green, did direct supervision of all four employees, and she was implied in every facet of the business. There was no formal system, and the capital was supplied by Lara and her friends. Without her, Seaside Organics would cease to exist quickly. Despite being on track to generate 300 000$ of revenue, she felt overwhelmed by all the tasks required by the management and the growth of a business. She would probably close it before reaching the stage II. The coming of Sara Norton gave her the opportunity to sell her business. Acting as President, she invested herself in the company by increasing the customer base and developing a growth plan. The company progressed quickly to stage 2, the survival. From 2003 to 2006, the company went from stage 2 to stage 3, the success-growth. Sara expended the product line, professionalized the organisation by hiring managers, getting a trademark protection for the brand, organised manufacturing and distribution, and putting the company under the media attention. 2007 was the year where Seaside Organics reached the stage 4, the take-off. Net income came from 37$37 897.72 $ to 271$271 971.89 $. Sara, without noticing her top managers, hired a CEO to delegate her operational tasktasks at the beginning of the great recession.