Our ownership group operates two distinct operating companies under a single holding entity. Should we run one combined Level 10 Meeting for both businesses or separate weekly meeting pulses?

Question

Tyler Smith · Accepted Answer

Never combine two distinct operating businesses into a single Level 10 Meeting. Combining them creates an unfocused meeting where half the room is mentally disengaged for forty-five minutes while the other half talks about operational problems that do not affect them. That is the definition of meeting waste.

Every operating entity with its own customers, employees, and revenue streams requires its own dedicated weekly Level 10 Meeting. That is where local Scorecard numbers are tracked, local Rocks are monitored, and local operational issues are solved through IDS.

If you operate a holding structure with shared executive leadership, structure your meeting rhythm as follows:
- Separate the operating pulses. Company A holds a weekly 90-minute Level 10 Meeting with its leadership team. Company B holds its own weekly 90-minute Level 10 Meeting with its leadership team.
- Run an enterprise pulse only if necessary. If there is a true holding-company executive team focused on capital allocation, shared corporate services, and enterprise strategy, hold a separate bi-weekly or monthly 60-to-90-minute meeting using the Level 10 Meeting format. The Scorecard tracks consolidated enterprise cash and capital returns, Rocks cover holding initiatives, and the Issues List handles enterprise-level friction.
- Keep shared leaders disciplined. If an owner or Integrator sits across both operating companies, they must switch operational hats cleanly between meetings. Do not allow issues from Company A to bleed into the Company B agenda.

Protecting the independence of each meeting pulse ensures rapid issue resolution, clean accountability, and transparent operational records that simplify diligence if you eventually sell one entity.