I successfully hired an Integrator to run the daily business so I could step back, but our trailing EBITDA has dropped since they took over. How do we address this performance gap on our exit runway without taking back the reins and showing key-person dependency to buyers?

Question

Tyler Smith · Accepted Answer

Stepping back into the daily operations is a mistake that will signal to buyers that the business cannot survive without you. It immediately destroys the narrative of an owner-independent company. Instead, you must manage this performance gap through your leadership team.

Schedule a focused session with your Integrator to review their performance and align on expectations. Use the GWC tool to evaluate if they truly get, want, and have the capacity for the seat at this stage of the company's growth. If they do, use the Level 10 Meeting to IDS the operational bottlenecks that are dragging down your EBITDA.

If they do not have the GWC to lead the company to a successful exit, you must make a hard decision. You may need to replace them, but you must do so using a disciplined process rather than stepping back into the seat yourself. Show buyers that your system is strong enough to identify and correct leadership issues without requiring the founder to save the day.