We are preparing for an exit in two years and our investment banker suggests keeping a specialized, highly custom client-relations seat on our Accountability Chart because buyers like seeing it. However, this custom seat is currently causing operational bottlenecks and slowing down our workflow. Do we optimize for the buyer or for current operational efficiency?

Question

Tyler Smith · Accepted Answer

When preparing for an acquisition, it is tempting to design your organization to please prospective buyers. However, keeping an inefficient, highly customized seat on your Accountability Chart just because a banker thinks it looks good is a mistake. Buyers do not acquire static charts; they acquire efficient, scalable, and highly profitable operational engines.

If a legacy seat is causing bottlenecks and slowing down your operations, it is actively destroying the enterprise value you are trying to build. You must prioritize operational health and efficiency today by structuring the business correctly. Follow these guidelines:
- Design your Accountability Chart for maximum efficiency and execution, eliminating any seats that create drag or redundant steps.
- If the client-relations functions are valuable, redistribute those specific roles to existing, scalable seats like account management or customer success.
- Document the automated and streamlined workflows to show buyers that you have built a modern system that does not rely on outdated, highly customized roles.

A clean, functional Accountability Chart with clear lines of reporting and high profit margins is far more attractive to a sophisticated buyer than a legacy structure kept around for appearances. Build the ideal structure for execution, and the valuation will follow.