We have a combined Finance and HR seat held by one director who has done an amazing job, but our growth is making this combined seat too heavy for one person. How do we split this seat on our Accountability Chart without upsetting her?

Question

Tyler Smith · Accepted Answer

Growth eventually forces the separation of combined seats. Finance and HR are two completely different disciplines requiring different skill sets, and keeping them combined long-term will inevitably throttle your progress.

To handle this transition cleanly, start by framing the split as a victory for the business and a testament to her success. She has grown the company to the point where both of these functions now require full-time leadership.

Next, look at her GWC profile. Which of these two seats does she truly get, want, and have the capacity for at a higher scale? Most people naturally lean toward one or the other. She is either a finance professional who has been tolerating HR, or an HR leader who has been managing the books.

Once she identifies her preferred seat, update the Accountability Chart to reflect two distinct seats: Finance and HR. Place her name in her chosen seat, and leave the other seat blank or marked as open. This creates a clear roadmap for your next hire. By separating the seats first, you maintain structural integrity and ensure that she continues to run her preferred function at a high level without burning out.