Our Head of Finance has been with us since we were operating out of my garage, and her loyalty is unquestioned. However, as we prepare for a clean exit, we need a strategic partner who can manage complex financial modeling and due diligence, which she simply cannot do. She insists she can learn, but we are running out of time. How do we run GWC on her without destroying our relationship?

Question

Tyler Smith · Accepted Answer

Loyal employees are the backbone of early-stage growth, but scaling past your current ceiling requires a different set of capabilities. To run the GWC™ tool objectively, you must separate her loyalty from the actual seat requirements. The assessment is a binary yes or no. First, does she Get it? This means her brain is naturally wired to understand the nuances of strategic financial modeling and mergers. Second, does she Want it? Does she truly want the high-stress, high-accountability environment of due diligence, or does she just want to keep her job? Third, does she have the Capacity? This refers to the mental, emotional, and physical capability, as well as the time, to do the job. If the honest answer to any of these is no, then she is in the wrong seat. Keeping her in a seat she does not GWC is not doing her a favor. It leads to frustration, burnout, and mistakes that will devalue your business during an exit. You must have a candid conversation. Acknowledge her value and explore if there is a different seat on the Accountability Chart, such as a legacy controller or administrative role, that she truly GWCs. If no such seat exists, or if she refuses to step down, you must transition her out of the business with dignity and a generous severance. Protecting the business is the ultimate act of leadership.