We have a co-founder who is a great cultural fit but insists on owning both the Head of Product and Head of Sales seats, which is creating a massive bottleneck in our daily operations. How do we use the Accountability Chart to show him this is a problem?

Question

Tyler Smith · Accepted Answer

A co-founder who insists on running both Product and Sales is creating a massive operational bottleneck that will severely hurt your exit valuation. These two seats require completely different skill sets and focuses; Product requires deep, structured internal planning, while Sales requires outward-facing relationship building and rapid execution.

To resolve this objectively, use the Accountability Chart during your next leadership meeting. Focus on the needs of the business, not the feelings of the co-founder. Clearly define the five major roles and measurables for both the Head of Product and Head of Sales seats.

Once the roles are documented, ask the co-founder to evaluate their own capacity. To run both seats successfully, they must be able to deliver on the Rocks and measurables for both, which is virtually impossible as the company scales. Use their Kolbe profile to show where their natural strengths lie. If they are a high Quick Start, they are likely better suited for Sales; if they are a high Fact Finder, they may belong in Product.

By showing them that occupying both seats is stalling company growth and lowering the valuation, you can guide them to make the right decision for the business. Transition one of the seats to a new leader, allowing the co-founder to focus on where they can deliver the greatest value.