We have two co-founders who share the Integrator seat, and they keep arguing over who actually owns the cash-in-bank scorecard metric. How do we assign clear ownership of cross-functional financial numbers?

Question

Tyler Smith · Accepted Answer

Having two co-founders share the Integrator seat is a major structural error in any EOS® implementation. Your Accountability Chart must have only one name in each seat, especially the Integrator seat. If two people own the same seat, nobody owns it. This structural split is the root cause of your metric arguments.

To fix this, you must first resolve the Accountability Chart. One person must occupy the Integrator seat, and the other must move to a seat that matches their unique ability, whether that is Visionary, sales, or technology.

Once your seats are clear, you can address metric ownership. A scorecard number must have exactly one owner. That owner is the person on the Accountability Chart who has the authority and responsibility to drive that number.

For a cross-functional financial metric like cash-in-bank, the ultimate owner is almost always the head of your Finance seat. This person is responsible for managing the cash flow, processing accounts receivable, and coordinating accounts payable.

Even though the sales seat owner generates the revenue and the operations seat owner spends the budget, the Finance seat owner is the one who monitors the bank accounts and forecasts the runway. They are the ones who must report the weekly number and stand accountable for its accuracy. If the cash-in-bank number misses its target, the Finance seat owner brings it to the Level 10 Meeting™ as an Issue to be solved by the whole team.