I don't really agree with the comments in this thread. If you're not able to pay yourself with your business, you don't have a business -- you have a hobby, a very expensive, and time consuming one. The only time you should not be drawing a salary is during your initial startup. If you're at the point where you're working full time, and need to hire an employee, you should be well capable of still paying yourself.
If you feel otherwise you have a healthy business, you need to look at what is consuming your time so significantly. If it is support, then you need to consider either lowering your level of support or increasing the quality of your knowledge base so users can perform some level of self-service. If it's sales/marketing (unlikely), then you need to realize the opportunity cost of your time and find those that performing best and focus your efforts there.
Remember: the problems your seeing now, are cracks in the foundation. As your business grows and things scale, they're going to be massive problems. Delaying a salary draw isn't something that will solve a fundamental flaw in your business.
Lowering level of support
Bahahah is that a cost saving option in the new glitertastic BS age? Shame, it is indeed real. It really shows in many businesses and part of why customers have little brand loyalty... I've never liked this cost savings approach or where one sends the work to 3rd world and exploits the income disparity. Same companies are fine with carving out cost centers on other things, like RAID, like redundancy, etc. and first lying about things, and later hiding from (see Vultr). Cheap is cheap. No / crap support is real cheap, but it will cost your brand long term.
Calling businesses in early growth stage a hobby is a bit off mark. Here in States the IRS fully allows you to run a business totally in loss zone for five solid years. Look at Wall Street and you have companies that spent decade or more in deep negative territory while amassing market share - Amazon is a pretty good definition of such. Business that is anything other than long term is sophisticated gambling and hype.
The problems guys see in business quite often come down to one simple thing, income through the door. Selling products involves marketing and planning front side and often paid sales people. If you aren't planning and doing the numbers, then arguably you don't have a business, it's just a bad gambling habit (i.e. selling goods at any price just to move inventory, lumping all resources together as a single income pool without any analysis and fundamental raw spend unknown on major sub items).
If sales aren't happening, that's clearly weakness in the brand, lack of the owner being reasonable, flawed pricing compared to market, etc. Heck I know of brands that are limited just because the owner won't go disappear and is a bad thing for sales volume and public interest.
Sales is a real thing. Marketing is a real thing. The two oddly are in dysfunctional companies at odds with each other... Companies ignoring both usually don't deserve to be in business and are running on some hype or single solution in marketplace type position. Over time, the hype will die and competition will come and kick your income to the curb.
The best leaders know how to delegate well. They know how to insulate themselves from the things they suck at or can't tolerate (we see a lot of this with owners getting the hell away from customers and support matters by hiring or outsourcing support). Delegating requires humans resources. Humans allow you, the owner, to focus on big picture things, instead of pretending to be an automation expert, trying to fake face customer support, avoiding masses of time playing HR manager combing through resumes to find suitable workers, etc.
Not every company will achieve size to have real professionals and structure. Such isn't for everyone. But I'll bet you a Christmas ham if you look at the top 25 hosting companies by size, you will find 80% of them have all sorts of structure and key people hired to free up the owners and founders (including support, marketing and sales - inclusive usually of higher knowledge managers in each). It's a matter of knowing your own strengths and focusing on those and building a symbiotic team to magnify your efforts and effect. Just because a shop is small, doesn't mean they can't or shouldn't be trying to magnify the effort by front siding employees over drawing their handsome salary. Indeed, forgoing or even slashing such salary is very common.
I am more a fan of flat fixed compensation and no rank, an environment where everyone floats up or down together - from the janitor to the founder -- and everyone is capable of doing most jobs within the company -- but that's another conversation for another day when we are on about human rights, poverty, utopia, socialism, idealistic refinements to greed Inc., etc. (i.e. worker owned cooperatives).
