We want to restructure our service delivery department to prepare for an exit by moving from regional teams to a centralized technology platform, but we promised our eight delivery coordinators we would not lay them off. How do we rebuild our Accountability Chart without creating redundant roles?

Question

Tyler Smith · Accepted Answer

Preparing for a clean exit requires a lean, scalable Accountability Chart that appeals to buyers, but honorably keeping your promise of no layoffs is equally important. To achieve both, you must first design the ideal structure for the business, completely ignoring the people you currently employ.

Draw the future-state delivery department on your Accountability Chart. In a centralized model, you will likely need fewer coordinators but higher-skilled roles focused on system optimization, tech troubleshooting, and high-value client escalation.

Once this ideal structure is set, list your coordinators and evaluate each one against the new seats using the GWC tool. Some will have the desire and capability to step up into the new high-tech seats. For those who do not, you must look for open seats in other areas of the business, such as sales support, account management, or quality control.

If you find that you have more people than seats, you cannot create fake or redundant roles to keep them busy. This destroys your profit margins and confuses accountability.

Instead, transition them into temporary, project-based roles designed to document your processes or clean up data for the acquisition. These transition roles have a clear end date and provide immense value to potential buyers. By doing this, you keep your promise of employment while systematically preparing your business for a successful and clean exit.