Managing (teambuilding, processes) and funding growth in manufacturing

I'm looking for founders who have experience in growing (teambuilding, creating processes) and funding growth companies through outside capital.At age 24 I took over an existing but struggling (showing losses for years) packaging supply wholesale company in 2016 and started a new business unit with a small manufacturing area for wood processing adding client individual products to the otherwise standardized products, thus creating a competitive advantage as are able to offer a variety of highly individualized wooden packaging products. My exit strategy is to not have to work in the company anymore, so I can either sell or keep it.It took 3 years to get the BU to the same size as the previous company (~1m€ revenue p.a.), which means we now have production facilities, a whole fleet of wood processing machinery (most paid by hire purchase some from generated cash flow), solid processes and educated employees. I was able to cover purchasing, production planning, sales and the bu-development (machinery, processes etc.) given the turnover size as well as parts of administration & sales & marketing of the whole business. So I'm a full time employee running the business when there is time.. booohhLast year growth stalled due to covid, so we did not increase headcount but focused on strategy and process reliability, digitalization (new manufacturing software being developed starting now) and we managed to grow 7% overall resulting in our first year earning profits.This year however is just pure mayhem - beside the fucked up wood prices resulting in increased purchasing complexity and time consumption - my bu already blew past last years revenue (also quantitative), so we're headed for 100%+ growth this year. We were able to start a second shift on our machines so we could keep up with demand so far. However the supply chain for wood is really disrupted in Europe this year, so it's difficult to purchase increasing amounts of wood and also pay for it upfront.Increasing production output also means decreased machinery capacity resulting in longer order completion resulting in decreased cash flow (purchasing material when order comes in but it takes longer to produce and therefore to invoice after delivery).Increased production output also means more administrative task like production planning, invoicing, purchasing, quality control, process adjustment, proposal preparation and give the extreme volatility in wood prices every order has to be recalculated.My plan is to employ a sales rep being responsible for manufacturing operations such as quotations, production planning, purchasing etc. Most production processes are clear but the planning of the order flow is pretty much just my gut and since our software is just being developed it's hard to teach that to someone. What is the best way to create positions where people operate current processes and also have to change and create new processes without having them develop the wrong stuff? What kind of people are the best fit (clone of myself hah) for this kind of postion?Given the current realized growth of 100% and also the increased expected growth (another 100% are possible as multiple new customers came in which requiring less individualized products) we are in dire need of increasing capacities again. The machines we have are replicable with 4 month del. time, so a 100% capacity increase is possible (and also financeable), but my instinct tells me they would not be enough in a year from now and are also way below the capacity of a 10x competitor (so higher production costs than competitor).I think a machine which has double our current capacity with one shift and triple with two shifts would be ideal for grabbing future growth potential by its balls. It would cost ~35% of current revenue and cut production cost of 80% of our products by roughly - buckle up - 70%. A no brainer if you have money to invest but being 28 with no prior career I can only show the company I've built so far. Having crossed the breakeven point last year we have only continously reduced losses, the massive growth this year + the potential growth if we can increase capacities short term and the increased margin of reduced production costs to show for. Given this financial situation how is it possible to acquire institutional growth capital without losing control of the business? I mean who is interested in giving capital to this company, at what cost, what risk management / securities, what are they looking for in a company to give money to? How would you or did you approach these people, what did you show them, how can you use the potential growth as bait to acquire money where the collateral is the machine being purchased (can be easily sold at a slight loss)?​TL;DR - need team members and funding of 30% of revenue for company that crossed breakeven after 3,5 years see hubwealthy.com/wealthy