We are eighteen months from an exit and want to trim our operational expenses. Our VP of Sales is leaving, and our Integrator wants to absorb the Sales seat himself to save on salary. We are already at capacity. Is merging leadership seats a smart way to boost EBITDA before a sale, or is it a structural trap?

Question

Tyler Smith · Accepted Answer

Merging your Integrator and VP of Sales seats to save money before an exit is a structural trap that will cost you more than it saves. This is a classic move by owners who prioritize short term EBITDA over structural health, but buyers will spot this vulnerability immediately.

The Integrator seat and the VP of Sales seat require entirely different skill sets and energies. The Integrator is focused internally on execution, operations, and keeping the team aligned. The VP of Sales is focused externally on revenue growth, market trends, and driving the sales team.

When your Integrator tries to run both, they will inevitably drop the ball on one or both. Either your operational efficiency will slip, or your revenue growth will stall just as you are trying to sell. Furthermore, buyers look for institutional strength. If they see that your Integrator is wearing too many hats, they will identify key-person risk and discount your valuation.

Instead of merging the seats, keep them separate on your Accountability Chart. If you cannot afford a full-time VP of Sales right now, look for a fractional sales leader to own the seat temporarily. This keeps your structure clean, maintains clear accountability, and presents a scalable organization to potential buyers.