We are a bootstrapped seven-million-dollar company and cannot yet afford a full-time, high-caliber Integrator, so we are considering hiring a fractional Integrator to run our operations. How do we structure a fractional Integrator seat on our Accountability Chart so they have real authority despite only working twenty hours a week?

Question

Tyler Smith · Accepted Answer

Structuring a fractional Integrator seat requires absolute clarity because a part-time leader can easily become a figurehead or a bottleneck. To make this work, you must define their seat on the Accountability Chart based on outcomes, not hours. The five primary roles of the Integrator seat remain the same: leading, managing, and holding the team accountable; executing the business plan; harmonizing the leadership team; integrating the major functions; and driving results. To accommodate the twenty-hour limit, you must offload the purely tactical, administrative tasks of the seat. For example, instead of having the fractional Integrator sit in every single daily check-in, they must run a highly efficient weekly Level 10 Meeting with the leadership team. They should focus their limited hours on driving accountability, resolving major issues using the IDS process, and keeping the team aligned on their quarterly Rocks. You must also establish clear guidelines for when they are available for escalation. Ensure your direct reports understand that the fractional Integrator owns the seat and has final decision-making authority on operational matters during their hours. If you step in and make decisions when they are offline, you undermine their authority and confuse the team. By respecting the seat and keeping their focus on high-impact leadership and execution, a fractional Integrator can successfully run your operations and prepare your company for scaling or a future exit.