I am the Visionary and I am still holding the Head of Product seat. Our product development Rocks have been missed three quarters in a row because I am too busy with strategic deals, but I am terrified of losing control of our product direction. How do we resolve this?

Question

Tyler Smith · Accepted Answer

You are holding your business hostage to your own ego. Missing product Rocks three quarters in a row is clear evidence that you do not have the capacity for the Head of Product seat. By holding onto it, you are damaging the very exit valuation you are trying to protect.

Buyers do not buy a business that depends on the Visionary's daily operational input. They want a turnkey system with a leadership team that operates independently under a clear Accountability Chart.

You must step out of the product seat and let your Integrator do their job. Start by trusting your operating charter and the principle of structure before people. Your primary role as the Visionary is to focus on big ideas, key relationships, and strategic culture, not the day to day management of product development.

Move yourself out of the Head of Product seat on the Accountability Chart. Work with your Integrator to define the five major roles for this seat, then hire or promote someone who gets, wants, and has the capacity to run it.

You can still influence product direction by sitting in the Owner's Box and sharing your creative ideas with the product lead. But you must let go of the daily execution.

This transition will free up your time to focus on strategic partnerships and exit preparation, while giving the business a stable, scalable product department. Trust your Integrator, step away from the seat, and watch your company's value increase.