We want to simplify our Accountability Chart to make our organization look lean and efficient to private equity buyers. We plan to merge our Customer Success and Account Management departments under a single Client Experience seat, but both current managers are fighting for the top spot. How do we make this decision?

Question

Tyler Smith · Accepted Answer

Merging departments to create a leaner, more efficient structure is a smart move when preparing for an exit. It simplifies your operational model and improves profitability. However, you cannot let internal politics or personal egos dictate how you design your Accountability Chart.

First, design the ideal future seat without thinking about the two current managers. Write down the five key roles for this new Client Experience seat. Focus on what the business needs to scale and what a buyer wants to see, such as high customer retention and clear upsell pathways.

Once the seat is defined, run both managers through the GWC tool. Be objective. Who has the deepest understanding of the new combined role? Who genuinely wants the responsibility of managing both teams? Most importantly, who has the emotional and mental capacity to lead a larger, more complex department?

Only one name can go in the seat. If one manager clearly GWC's the seat better than the other, they get the spot. You must then find a suitable seat for the other manager or help them transition out of the business.

If you try to compromise by creating a co-leadership structure or putting both names in the seat, you will destroy accountability and confuse the team. Make the clean call.