Our VP of Marketing was employee number two fifteen years ago and lives every core value, but as we scale toward twenty million dollars, they clearly lack the Capacity to manage our digital performance infrastructure. How do we navigate a GWC Capacity failure with someone who helped build the business?

Question

Tyler Smith · Accepted Answer

This is one of the most painful moments an owner faces: a Right Person, Wrong Seat reality. This leader has high loyalty, matches your core values, and worked tirelessly to help get the business off the ground. But the skills required to run marketing at two million dollars are entirely different from running marketing at twenty million dollars.

First, make sure you evaluate Capacity objectively. Capacity is not effort, loyalty, or time spent at a desk. It is the mental, emotional, and technical horsepower to execute the five roles of the seat without handholding. If your marketing leader cannot run paid acquisition modeling, manage complex automation tools, or lead a specialized team, they do not have the Capacity.

Have a direct and compassionate conversation. Do not blindside them. Point to the Accountability Chart and the seat requirements, not their personal worth. Explain that the seat has grown larger than any one person could easily adapt to, and show where the execution gaps are impacting company goals.

Explore whether there is another seat on the Accountability Chart where their natural strengths shine, such as brand storytelling, customer advocacy, or community partnerships. If an alternative seat exists and fits the business structure, place them there with dignity. If no true seat exists, you must help them transition out of the business gracefully. Keeping someone in a seat where they are failing damages their self-esteem, frustrates their peers, and stalls your revenue.