We are ready to pull the trigger on a dedicated Integrator seat to prepare for an exit. We are torn between promoting our loyal Head of Operations, who has been with us for eight years but has never scaled a company, and hiring an expensive external candidate with private equity experience. How do we make this decision using EOS principles?

Question

Tyler Smith · Accepted Answer

Making the wrong call on your Integrator seat can set your company back years. To make an objective decision, you must separate the seat from the people and run both candidates through the lens of GWC™.

Start by defining the five core roles of the Integrator seat on your Accountability Chart. Typically, these include harmonizing the leadership team, driving execution, managing major operating processes, and achieving the business plan.

Now evaluate your Head of Operations. Does she truly GWC™ this expanded seat? Getting it means she understands the systemic leadership required of an Integrator, not just daily operations. Wanting it means she desires the accountability of the entire P and L. Having the capacity means she can scale the business to your target exit size. If she has never operated at that level, she may lack the capacity, which is a major risk.

Next, look at the external candidate. While they may have the capacity and experience, do they match your core values? An external hire who is a wrong person fit will destroy your culture, regardless of their resume.

If your Head of Operations is a perfect core values fit and gets and wants the seat, consider whether you can bridge her capacity gap with outside coaching or advisory support. If you must hire externally to secure private equity experience, make sure the candidate goes through a rigorous core values assessment before you look at their technical credentials.