Our company is growing rapidly and our current Integrator is overwhelmed. We want to add a second Integrator seat to share the workload, with one managing internal operations and the other managing external client delivery. Is this a viable structure?

Question

Tyler Smith · Accepted Answer

No, this is not a viable structure. Having two people in the Integrator seat violates a fundamental rule of the Accountability Chart: there can only be one name in the Integrator box.

Dividing the Integrator seat creates a double-headed monster. It leads to confusion, political maneuvering, and split decisions. Your leadership team and staff will not know who has the final say on operational issues, which slows down your execution and hurts alignment.

Instead of splitting the Integrator seat, you need to restructure the seats reporting to the Integrator. If your Integrator is overwhelmed, it is usually because too many people are reporting directly to them, or because they are holding onto roles that should be delegated.

Look at the seats below the Integrator. You can create a dedicated VP of Operations seat to handle internal processes and a VP of Client Delivery seat to handle external delivery. Both of these seats will report directly to the single Integrator. This structure relieves the pressure on your Integrator while maintaining a clear, single point of operational accountability at the top of your management team. Keep the Integrator seat occupied by one person who is ultimately responsible for driving the execution of your business plan.