Our business has scaled significantly, and our current Integrator is struggling to keep up with the complexity. How do we evaluate whether our Integrator has outgrown the seat or if we just need to restructure the seats below them?

Question

Tyler Smith · Accepted Answer

As a business scales, the complexity does not increase linearly, it explodes. An Integrator who was perfect at five million in revenue may not have the capacity to lead at twenty million. To diagnose this, you must run an objective analysis of your structure first, before looking at the person.

Start by looking at the Accountability Chart. If the seats below the Integrator are poorly defined or overloaded, your Integrator is likely spending all of their time firefighting and doing lower-level work. If this is the case, the solution is to restructure and build out your department heads, giving your Integrator the support they need.

However, if the structure below them is clean and they are still struggling, you must run a GWC assessment on the Integrator seat itself. The roles of an Integrator at higher revenue levels are fundamentally different. They require sophisticated financial modeling, scaling complex systems, and managing high-level directors rather than managers.

Ask yourself if your current Integrator truly gets, wants, and has the capacity for this new level of scale. If they lack the strategic capacity or are resistant to managing a larger, more structured organization, they have outgrown the seat. You must make the hard Right Person Right Seat call and transition them out, or risk stalling your growth.