Our business has doubled in size, and our VP of Operations is completely overwhelmed trying to manage both software development and client services. How do we split this massive Operations seat on our Accountability Chart without creating confusion or siloed teams?

Question

Tyler Smith · Accepted Answer

When your business outgrows a single Operations seat, trying to keep one person in charge of too many diverse functions will bottle-neck your growth. You must split the seat structurally on your Accountability Chart before you look at the people.

Begin by defining the two distinct operational functions your business requires, such as Service Delivery and Product Development. Create two separate seats on your Accountability Chart, each with its own unique set of five roles and responsibilities.

Do not automatically assume your current VP of Operations should run both. Have an honest conversation and run a GWC™ check for each of the new seats. Your current leader might have excellent GWC™ for Service Delivery, but lack the capacity or interest to manage software development.

By splitting these seats, you create clear focus and accountability for each area of your operations. This structure allows both departments to scale independently, improves execution speed, and shows prospective buyers that your operational model is organized for growth rather than dependent on a single overworked executive.