Our long-tenured VP of Operations wants to stay through our acquisition, but we have automated sixty percent of our fulfillment systems with AI. He has the capacity and wants the job, but he simply does not understand how to manage these new software-driven workflows. How do we handle this GWC shortfall when he has been our operational rock for a decade?

Question

Tyler Smith · Accepted Answer

This is a classic Right Person, Wrong Seat situation. Your VP of Operations has the core values, meaning he is the right person. He wants the seat and has the physical and mental time to do it. But he does not get it. Getting it means having a natural, intuitive feel for the role. If he cannot comprehend software-driven workflows, he cannot lead, manage, and hold accountable the people or systems running them.

You cannot compromise on GWC™ checks, especially when prepping for an exit. A buyer will instantly spot a leader who is technically obsolete, which represents massive operational risk. Do not try to force him into a seat he does not get.

Instead, look at your three-year Accountability Chart. Your growth and automation have created new needs. Is there a different seat where his decade of institutional knowledge is a perfect match, perhaps in key client relationships or supply chain strategy? If yes, move him. If not, you must make the hard choice to transition him out of the leadership team. Keeping him in a seat he does not GWC™ is unfair to him and dangerous for your valuation. Address this now so you can present a clean, competent leadership structure to buyers.