We are scaling our sales team and want to split our Head of Sales seat into two regional director seats reporting to the Integrator. Will this cause structural bloat, or is it better to keep them under a single sales seat even if we do not have a VP of Sales yet?

Question

Tyler Smith · Accepted Answer

Splitting a seat prematurely can lead to structural bloat and unnecessary overhead. Before you add two regional director seats to your Accountability Chart, you must evaluate if your current structure is truly maxed out.

If you do not have a VP of Sales yet, having two regional directors report directly to the Integrator will increase the Integrator's span of control. This can overwhelm the Integrator and distract them from running the rest of the business.

The correct way to structure this is to keep a single Head of Sales seat on your Accountability Chart, even if you do not have a full-time person in it yet. The Integrator may have to sit in that Head of Sales seat temporarily. Underneath that sales seat, you can then build out the regional director seats.

This maintains a clean reporting structure. The regional directors report to the Head of Sales seat, not directly to the Integrator. This visual structure reminds everyone that the sales department is a single function that will eventually be led by a dedicated VP of Sales, keeping your span of control manageable and your organization chart scalable.