We have recently split our operations seat into two distinct seats on our Accountability Chart, client onboarding and client delivery. How do we cleanly divide and assign ownership of our weekly operational metrics between these two interdependent seats?

Question

Tyler Smith · Accepted Answer

Splitting a seat on your Accountability Chart is a natural sign of growth, but it can create friction if the boundaries are not crystal clear. To keep your weekly Scorecard functioning smoothly, you must define the exact handoff point between client onboarding and client delivery.

The client onboarding seat should own metrics focused on velocity, completeness, and initial client satisfaction. This includes tracking the average days from contract signature to first value delivery, the percentage of client assets collected on time, and early onboarding feedback scores.

The client delivery seat should own metrics focused on execution, retention, and capacity. This includes tracking milestone completion rates, active project health scores, and resource capacity utilization.

To bridge the gap between these two seats, establish a shared handoff metric that both leaders must review. For example, track the number of onboarding-to-delivery handoffs completed with zero errors.

In your weekly Level 10 Meeting, if a metric is red, there must be no finger-pointing. Each leader must fully own their numbers. If onboarding is delayed because delivery is bottlenecked, that is an issue to resolve in the IDS portion of the meeting. Defining these clear metric boundaries keeps both seats fully accountable for their unique contributions to the client experience.