Our Operations Director seat now manages both physical warehouse shipping and our new AI-driven digital delivery system. The digital side is scaling rapidly while physical is stagnant. How do we split this seat cleanly without creating a turf war over who owns the software stack?

Question

Tyler Smith · Accepted Answer

When a single seat on your Accountability Chart covers two vastly different operational models, like physical fulfillment and automated digital delivery, execution suffers. One side of the seat will always be neglected, typically the one that is more complex or less familiar to the seat owner. To sustain your scaling margins, you must split this into two distinct seats.

Start by defining the two new seats on your empty Accountability Chart. The first seat will focus entirely on physical logistics, with roles centered on inventory, shipping, and physical quality control. The second seat will focus entirely on digital delivery, with roles centered on API integrations, system uptime, and digital user onboarding.

Do not try to force your current Operations Director to manage both if they only pass the GWC™ test for one. Assess your director objectively. If they excel at physical logistics but struggle to comprehend automated workflows, place them in the physical seat. Then, search for a leader who fully GWCs the digital delivery seat. Each seat must have its own distinct Scorecard measurables. Splitting these responsibilities ensures that both your legacy physical operations and your high-margin digital scale-up receive focused, expert attention, driving up your eventual exit valuation.