Our operations lead has successfully managed both our service delivery and our financial reporting for years, but as we scale, both areas are suffering. How do we cleanly split this massive seat on our Accountability Chart without creating friction?

Question

Tyler Smith · Accepted Answer

As your company grows, seats that once made sense as a combined function must be split to maintain quality. When one person attempts to run both operations and finance, they eventually run out of capacity. To split this seat cleanly, begin by documenting the current seat on your Accountability Chart and listing all its roles. Next, draw two distinct new seats: an Operations Director seat and a Finance Director seat. Clearly define the five major roles for each new seat. Once the roles are defined, you must evaluate your current leader. They cannot do both anymore. Sit down with them and run the GWC™ tool for both individual seats. Usually, their passion and skill set will align clearly with one over the other. Transition them into that single seat. For the remaining vacant seat, you must run a search to hire a dedicated professional. During this transition, use your Level 10 Meeting™ to monitor key metrics and ensure roles are not overlapping. This split will free up your current leader to excel in their true unique ability while giving your financial operations the dedicated focus required to maximize your exit value.