Our business has hit a ceiling at fifteen million in revenue, and I realize I need to hire an Integrator so I can focus on big-picture strategy. How do we write the specific roles for this new seat on our Accountability Chart without creating confusion for my existing leadership team?

Question

Tyler Smith · Accepted Answer

Hiring an Integrator is a massive step toward scaling and preparing your business for an exit. To avoid confusing your leadership team, you must define the Integrator seat with absolute clarity on your Accountability Chart before you start interviewing.

The Integrator seat has five core responsibilities in a standard EOS® Accountability Chart:
- Leading, managing, and holding the leadership team accountable.
- Executing the business plan and achieving V/TO® goals.
- Integrating all major operating functions of the business.
- Resolving cross-functional conflict and driving focus.
- Ensuring communication and alignment throughout the entire organization.

To write these roles effectively, you must contrast them with your own Visionary seat. Your team needs to see that you are responsible for big ideas, culture, research and development, and major relationships, while the Integrator is responsible for daily execution, profit and loss, and systems.

Introduce this new seat to your leadership team during a focused session. Explain that the Integrator is the hub of the business. All department heads who used to report to you will now report directly to the Integrator.

Be transparent about the change. Acknowledge that this will feel different, but explain that it is necessary to break through your current revenue ceiling. By clearly separating the Visionary and Integrator seats on the chart, you remove ambiguity and set your new hire up for success.