Our Integrator is completely buried under daily execution, and it is stalling our entire strategic roadmap, but we are not ready to hire another full C-level executive. How do we know when and how to insert a true number two to support the Integrator seat?

Question

Tyler Smith · Accepted Answer

An overwhelmed Integrator is a massive roadblock for any growing business, especially one trying to transition to automated operations or plan a clean exit. If your Integrator is stuck fighting fires, they cannot drive the execution of your strategic V/TO®. But you do not always need a costly executive to fix this. First, look closely at your Accountability Chart to diagnose where the overwhelm is coming from. Is your Integrator holding onto multiple seats, such as finance or operations, because those seats are unfilled? If so, the solution is not a general number two; it is hiring a dedicated leader to own those specific seats. If the Integrator is running only their core seat but is still buried, they need to let go of the vine. This is when you introduce a supporting role, such as an executive assistant, an operations manager, or a chief of staff. This person is not a co-Integrator, as you can only have one Integrator running the business. Instead, this helper owns the administrative, scheduling, and minor operational tracking tasks. They manage the logistics of the Level 10 Meeting™ and keep track of Rock progress, freeing up the Integrator to focus on strategic alignment and driving results. To make this work, the Integrator must clearly document the tasks they are delegating. If they do not, they will end up managing the new hire instead of saving time. Once the support seat is established, your Integrator will have the breathing room to lead the team effectively.