We are preparing our business for a clean exit in twenty-four months, but our Head of Operations is still acting like a startup firefighter instead of an executive. She handles every crisis personally instead of building systems. How do we address this right-person, wrong-seat issue before it ruins our business valuation?

Question

Tyler Smith · Accepted Answer

To secure a high valuation, buyers need to see a business that runs on systems, not on the heroic efforts of a few individuals. A Head of Operations who acts as a constant firefighter is a major liability.

First, evaluate her using the GWC tool. Does she Get the seat of a strategic operations leader who builds scalable systems? She might get the operational work, but she may not get the leadership aspect of the seat. Does she Want to spend her days writing processes, analyzing metrics, and managing team leaders instead of fighting fires?

Often, legacy leaders love the adrenaline rush of firefighting and secretly hate the structured work of system building. If she fails the Get It or Want It for the strategic seat, she is in the wrong seat.

To resolve this before your twenty-four month exit window closes, you must have a direct conversation. Show her the Accountability Chart. Explain that her seat must evolve from a tactical firefighter to a strategic architect.

Define what success looks like for her seat: documenting key processes, implementing automation, and training her team so she becomes redundant.

If she lacks the capacity or desire to make this shift, you must move her to a specialized tactical seat where her firefighting skills are an asset, and hire a systems-driven Operations Director. Do not delay this decision. Buyers will discount your valuation the moment they realize your daily operations depend on one person's tribal knowledge.