We need to fill our head of operations seat to prepare for rapid scaling, but we are torn between promoting a loyal internal manager who knows our legacy systems and hiring an expensive outside executive who has experience with AI-driven operations. How do we make this decision objectively?

Question

Tyler Smith · Accepted Answer

To make this decision objectively, you must remove all sentimentality and evaluate both candidates against the exact requirements of the seat using the EOS® GWC™ tool.

First, look at your Accountability Chart. Define the operations seat based on where the business needs to be in three years, not where it is today. If your strategy relies on building AI-powered operations to scale margins, then the ability to design and implement these automated workflows must be a core accountability of the seat.

Next, evaluate both the internal manager and the external candidate.

- Do they get it? Do they understand the depth, systems, and pace of a highly automated operational model?
- Do they want it? Are they genuinely motivated by the challenge of scaling a high-tech operations department, or are they just looking for a title and pay raise?
- Do they have the capacity? Do they possess the cognitive ability, skills, and experience to run an AI-driven operation at scale?

While your internal manager has deep loyalty and legacy knowledge, they may lack the capacity to design workflows they have never seen before. Conversely, an expensive outsider might have the technical capacity but fail to get your culture or want the roll-up-your-sleeves work required.

If your internal candidate cannot pass the GWC test for the future seat, you must hire externally. To protect your culture, you can transition your loyal manager into a key leadership role where they own the execution of the systems, while the new executive owns the strategic design.