Role Purpose
The Integrator owns the day-to-day operation of Collective — the firm's P&L, the execution of strategic priorities, the operational health of every service line, and the accountability of every seat below leadership. The Visionary points the firm at the horizon; the Integrator builds the plan, organizes the people, and gets the firm there.
Accountability
Accountable To
Visionary (Dave) — for execution of firm-wide goals, operational outcomes, and team accountability.
Direct Reports / Accountable From
All seats firm-wide — through Seat 1 (Advisor) for client delivery, Seat 9 (Sales) for pipeline, Seat 10 (Internal Ops) for back-office.
Responsibilities
- Firm-wide P&L and operational performance
- Execution of strategic priorities across every service line
- Operational accountability for every seat firm-wide
- Leadership team facilitation — weekly, monthly, quarterly rhythms
- Major operational decisions — capacity, headcount, scope changes
- Performance management — escalations, conflict resolution, accountability conversations
- Visionary (Dave) — strategy-to-execution translation
- Seat 1 — Client Business Advisor (delivery quality and client outcomes)
- Seat 9 — Sales & Biz Dev Lead (pipeline health and capacity alignment)
- Seat 10 — Internal Ops Coordinator (operational systems and compliance)
- Firm-wide performance against quarterly and annual targets
- Leadership team execution and accountability
- Major operational changes before commitment
Seat Overlaps & Cross-Function Support
| Seat | Nature of Overlap or Support |
|---|
| Visionary (Dave) | Pairs daily on strategy-to-execution. The Integrator's job is to translate the Visionary's direction into the work that gets done this quarter. |
| Seat 1 — Client Business Advisor | The Advisor owns client outcomes; the Integrator owns making sure the firm can deliver them at scale. Escalation point for any client risk or capacity issue. |
| Seat 9 — Sales & Biz Dev Lead | Pipeline must match delivery capacity. The Integrator coordinates new business intake against the firm's ability to serve it well. |
| Seat 10 — Internal Ops Coordinator | Direct accountability — Internal Ops reports to the Integrator for execution, accuracy, and deadline compliance on all back-office functions. |
Measures of Success
- Firm-wide P&L performance against plan
- Quarterly priority execution rate — what gets committed gets done
- Team accountability — every seat operating at its accountabilities
- Operational capacity vs. demand — no service line overcommitted or underutilized