We are designing our future-state Accountability Chart to attract a private equity buyer in three years. My operations manager is a brilliant Swiss Army knife who handles both software coding and vendor management, so I am tempted to build a hybrid seat specifically for his unique skillset. How do we apply the structure-before-people rule when it feels like we are ignoring our best assets?

Question

Tyler Smith · Accepted Answer

Designing your Accountability Chart around a highly talented individual is one of the most common mistakes founders make, especially when preparing for an exit. When a private equity buyer looks at your organization, they want to see a scalable, clean structure with clear lines of accountability. A custom hybrid seat designed for a Swiss Army knife employee is a major red flag because it is entirely unrepeatable if that person leaves.

You must apply the structure-before-people rule with absolute discipline. This means you must define the seats your organization actually needs to reach its three-year target, regardless of who currently works for you. If coding and vendor management are two distinct functions that belong in different departments, they must be two separate seats on your chart.

If your brilliant employee is currently doing both, you will list his name in both seats. This makes the dual accountability transparent. However, it also highlights that he is split, which is a capacity issue. As you scale toward your exit, you must plan to delegate one of those seats to a new hire.

By structuring the chart correctly first, you show buyers exactly how your business operates and how it can scale. You also give your multi-talented employee a clear path to eventually focus on the seat where he provides the highest value. Never compromise your structural integrity to accommodate a single person's unique skillset.