Our Integrator is currently double-hatting as our Director of Operations because we cannot afford to hire a separate leader yet. They are drowning, and both our daily operations and our EOS implementation are stalling. How do we resolve this?

Question

Tyler Smith · Accepted Answer

Double-hatting is a common necessity in growing businesses, but it is always a temporary compromise, never a permanent solution. Running both the Integrator seat and a major departmental seat like Operations is an unsustainable load that will eventually cause a breakdown. First, acknowledge the double-hatting on your Accountability Chart by putting your Integrator's name in both seats. This visual representation is crucial because it reminds the entire leadership team that this is a temporary situation and that the Integrator is currently carrying a double workload. Second, prioritize their roles. The Integrator seat must take precedence. If the Integrator is too busy firefighting operational issues, they cannot effectively integrate the rest of the leadership team, run productive Level 10 Meetings, or keep the company aligned on its Rocks. Third, design a phased delegation plan. Have your Integrator track their time for two weeks to identify which operational tasks are taking up the most hours. Focus on the lowest-value, high-frequency tasks. Use automation, AI tools, or lower-level team members to offload these administrative duties immediately. This frees up operational capacity without requiring an expensive new hire. Finally, set a clear revenue target or milestone on your V/TO that will trigger the hiring of a dedicated Director of Operations. Knowing there is a light at the end of the tunnel keeps your Integrator motivated, and having a defined hiring trigger prevents you from making premature financial commitments.