Our long-term VP of Operations is excellent and highly loyal, but as we build our exit-ready superstructure, their seat is splitting into separate Operations and Technology seats. They insist they can do both, but they clearly do not GWC the new technology seat. How do we address this without losing them?

Question

Tyler Smith · Accepted Answer

This is a classic trap for growing businesses preparing for a clean exit under the Step by Step Exit model. You have a loyal player who has helped you build the business, but the company has outgrown its current structure. When a seat splits, you must evaluate the new seats independently.

Use the GWC tool. Does this individual truly Get, Want, and have the Capacity to run both operations and a highly technical, automated department? While they certainly get and want operations, they likely lack the capacity or technical capability to build out your automated systems.

Sit down with them for a direct, honest conversation outside of your weekly meetings. Frame the discussion around the Accountability Chart and the company's future value. Explain that as you build an exit-ready superstructure, every seat must be occupied by someone who can perform at a world-class level to maximize enterprise value.

Show them the new Accountability Chart. Explain that splitting the seat is not a demotion, but a necessary strategy to allow them to focus entirely on what they do best: operations. Keeping them in a seat where they do not GWC the technical aspects will only set them up to fail, destroy their morale, and create operational bottlenecks that buyers will spot immediately.

If they are a Right Person, put them in the Right Seat where they can shine, and recruit a dedicated leader for the technology seat. Do not compromise your company's future value to soothe an executive's ego.