Our VP of Revenue currently owns both sales and marketing on our Accountability Chart, but as we prepare for our exit, we need a sophisticated digital marketing engine that she does not have the capacity or desire to build. How do we split this joint seat into two separate seats without making her feel like she is being demoted?

Question

Tyler Smith · Accepted Answer

As a business prepares for an exit, the skill sets required to scale often outstrip the capabilities of early-stage generalists. Having a single VP of Revenue who owns both sales and marketing is common in smaller companies, but scaling to the next level usually requires deep specialization, especially when deploying AI-driven marketing strategies.

To split this seat without causing resentment, you must make it about the structure, not her performance. Sit down with her and look at your future-state Accountability Chart. Explain that to reach your target exit valuation, the business needs a dedicated VP of Marketing seat focused entirely on complex digital attribution, automation, and lead generation, alongside a dedicated VP of Sales seat focused on enterprise conversion.

Show her that these are two distinct, full-time seats. Run a GWC check with her on both seats. She will likely realize that her true passion and strength lie in sales, which is where she Gets, Wants, and has the Capacity to win.

By framing the split as a necessary structural evolution to increase the enterprise value of the company, you preserve her dignity and keep her focused on her core strength. You can then begin a clean search for a VP of Marketing who possesses the technical skills needed for your future growth, showing buyers you have a sophisticated, mature leadership team.