We split our service operations into two regional divisions, and now both regional directors report directly to our Integrator because we do not have a Head of Operations. Is this structure going to cause issues as we scale?

Question

Tyler Smith · Accepted Answer

Yes, this structure is a ticking time bomb for your operations. By having both regional directors report directly to the Integrator, you have created a structural gap on your Accountability Chart. You are missing a single point of accountability for your overall operations function.

This setup forces your Integrator to act as the de facto Head of Operations, dragging them down into daily divisional tactics instead of focusing on integrating the entire leadership team. It also leads to operational drift, where the two regions will inevitably start developing inconsistent processes and systems.

Every major function of your business must have one, and only one, seat at the leadership team level. You need a dedicated Head of Operations seat that sits directly under the Integrator. Both regional directors must then report to this single Head of Operations.

This structure ensures that operational decisions are consolidated, processes remain standardized, and the Integrator is freed up to run the business. If you cannot afford to hire a dedicated Head of Operations right now, you must assign one of the regional directors to sit in that seat temporarily, clearly separating their divisional duties from their high-level operational accountability.