WKT Role Scorecard for President & COO – Integrator
Date Updated: March 2026
Functional Role: President & COO
EOS Seat Type: Integrator
Level: Executive Leadership
Reports To: CEO ()
Direct Reports:
Head of Revenue
Head of Platform & Technology
Head of Learning Development
Head of Delivery
Head of Finance & Administration
Chief of Staff
Purpose of the Role
The President & COO is WKT's Integrator, the person who makes the vision executable. This seat owns the operating rhythm of the company: translating quarterly priorities into accountabilities, holding the leadership team to their commitments, and ensuring the EOS tools (L10, Scorecard, Rocks, Accountability Chart) function as the company's operating infrastructure. The President & COO is the primary point of cross-functional alignment, the leadership team's accountability anchor, the final decision-maker on SKU portfolio governance, and the primary steward of the Visionary-Integrator relationship that drives the company forward.
Key Accountabilities
Run company execution to the plan; own quarterly priorities, resource allocation, and cross-functional trade-offs
Deliver the operating rhythm: L10 meetings, Scorecard, Rocks tracking, and IDS discipline
Drive cross-functional alignment and resolve issues that escalate across functions
Own right people, right seats: conduct People Analyzer conversations and lead Accountability Chart development and maintenance
Manage the Visionary-Integrator relationship through regular Same Page Meetings with the CEO
Build and maintain a high-functioning leadership team with clear ownership, accountability, and role clarity
Own SKU portfolio governance: chair the quarterly SKU Portfolio Review, make Keep/Add/Kill decisions for all product SKUs with structured input from all functions, resolve cross-functional SKU conflicts on pricing, bundling, and positioning, and establish the product lifecycle governance framework that prevents escalation
Core Values – Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Takes full ownership of execution results and not activity, not effort. Holds direct reports to their Rocks and Scorecard numbers without rescuing or avoiding. Models the accountability standard the organization is being asked to follow. When commitments slip, names it clearly and moves to resolution without drama.
We are Curious
Asks the questions beneath the numbers before making resource or people decisions. Actively seeks to understand what's creating friction in the team or system, not just what's visible on the Scorecard. Stays curious about leadership team dynamics and capacity signals before they become issues.
We are Driven
Maintains relentless follow-through on Rocks and operating cadence even when the Visionary introduces competing priorities. Does the disciplined, unglamorous integration work including the same meeting, the same check-in, and the same conversation that keeps the company moving forward quarter after quarter.
We are Nimble
Recalibrates priorities and approach quickly when the plan isn't working without abandoning the discipline of the EOS rhythm. Adapts to Visionary energy and market shifts without losing operational focus or creating chaos for the leadership team.
We are Relationship-focused
Invests in the Visionary-Integrator relationship with intention and regularity. Builds trust with direct reports through consistent presence, follow-through, and genuine care for their development. Understands that the quality of the relationships on the leadership team is a leading indicator of execution quality.
GWC – Seat-Specific Descriptors
Gets It
The President & COO genuinely understands what the Integrator seat requires in a founder-led, multi-division training company. They grasp the distinction between setting the vision and making it executable and have no confusion about which one is their job. They understand WKT's four business contexts (Sell, Operate, Invent, Support) and can govern across them without letting commercial urgency override the disciplines of delivery, trust, or long-term platform investment. They understand EOS not as a methodology to periodically revisit but as the operating infrastructure they are personally responsible for running. They understand that SKU portfolio governance is an Integrator accountability: cross-functional conflicts about what to build, keep, or retire are exactly the kind of issues that must be resolved at the Integrator level rather than left to escalate to the CEO. They understand that their job is to make Chris more effective as a Visionary, not to constrain him, and not to absorb the confusion that should be resolved structurally. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat demands genuine appetite for the parts of leadership that do not generate recognition: running the same meeting cadence week after week, having the accountability conversations others defer, holding the line on quarterly priorities when new ideas arrive, and managing up to a high-energy Visionary without losing their own footing. The person who truly wants this seat is energized by watching the system work, not by the credit for the results the system produces. They must want to be the one who closes the loop, resolves the issue, and gives direct feedback about who is and is not performing including uncomfortable conversations about right-seat fit with people they respect. This also means wanting the responsibility for the Visionary-Integrator relationship: not waiting for clarity to appear, but actively creating it through the Same Page Meeting and honest dialogue.
Capacity to Do It
The President & COO must have the bandwidth to manage six direct reports across WKT's functional areas, facilitate weekly L10 and Same Page Meetings with the CEO, maintain Rocks and Scorecard discipline across the full leadership team, and chair the quarterly SKU Portfolio Review across all functions. The seat requires the ability to move between strategic thinking and tactical execution within the same day and to do so with consistent calm under pressure. WKT's current complexity, including a multi-motion revenue system, a proprietary adaptive learning platform, fleet safety delivery operations, and a growing credentialing infrastructure, makes this a high-cognitive-load seat. Capacity here includes emotional resilience and the ability to hold appropriate boundaries with the Visionary, not just time availability and functional skill.
Weekly Measurables
Maximum 1–3 metrics. These cascade from or connect to the organizational Scorecard.
Measurable
Green
Yellow
Red
L10 meeting cadence adherence (% of scheduled leadership L10s completed as planned in the rolling quarter)
100%
80–99%
<80%
Scorecard reporting compliance (% of organizational Scorecard metrics with current, owner-submitted data each week)
100%
80–99%
<80%
Quarterly Output Targets
Target
Green
Yellow
Red
Company Rock completion rate (% of organizational Rocks completed on time at quarter end)
≥80%
60–79%
<60%
IDS discipline (# of L10 IDS items carried forward >3 consecutive weeks without resolution)
0–1
2–3
4+
People Analyzer conversations completed with all direct reports
All completed in quarter
1 overdue
2+ overdue
SKU Portfolio Review completed with structured input from all functions
Completed on schedule
Completed late
Not completed
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard. Rocks are entered at the start of each quarter.
Rock
Owner
Due Date
Status
[Q Rock 1]
President & COO
[Date]
On Track / Off Track
[Q Rock 2]
President & COO
[Date]
On Track / Off Track
[Q Rock 3]
President & COO
[Date]
On Track / Off Track
People Analyzer
Used in quarterly People Analyzer conversations and annual seat reviews. Rate each lens: + (consistently demonstrates) · +/– (inconsistently demonstrates) · – (does not demonstrate)
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own execution outcomes without rescue, blame-shifting, or excuse-making?
We are Curious
Does this person seek to understand root causes and team dynamics before deciding or acting?
We are Driven
Does this person maintain follow-through on commitments even under Visionary pressure or competing priorities?
We are Nimble
Does this person adapt their approach when it isn't working without abandoning operational discipline?
We are Relationship-focused
Does this person invest in the Visionary-Integrator and leadership team relationships with intentionality and consistency?
Gets It
Does this person genuinely understand what the Integrator seat requires including the parts that don't generate recognition?
Wants It
Does this person actively want to hold people accountable, run the IDS process, and manage up to the Visionary?
Capacity to Do It
Does this person have the bandwidth, emotional resilience, and operational skill to function effectively at this level of complexity?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
Tasks this seat owns and performs on a recurring basis. Used to assess time allocation, delegation opportunities, and role fit.
#
Task
Frequency
Delegable?
1
Facilitate weekly Leadership L10 meeting
Weekly
No
2
Conduct Same Page Meeting with CEO
Weekly
No
3
Review and update organizational Scorecard
Weekly
No
4
Track Rock progress across all direct reports
Weekly
No
5
Conduct 1:1s with all direct reports
Weekly /
Bi-weekly
No
6
Triage and resolve cross-functional issues between L10s
As needed
Partially
7
Prepare quarterly results summary for CEO
Quarterly
Partially
8
Facilitate quarterly Rocks-setting with leadership team
Quarterly
No
9
Conduct People Analyzer conversations with all direct reports
Quarterly
No
10
Review and approve department-level Rocks
Quarterly
No
11
Own Accountability Chart review and updates
Quarterly
No
12
Chair quarterly SKU Portfolio Review with structured input from all functions
Quarterly
No
13
Make Keep/Add/Kill decisions on product SKUs and resolve cross-functional SKU conflicts
As needed
No
14
Manage annual planning process with CEO
Annually
No
15
Ensure IDS discipline: items resolved, not just discussed
Weekly
No
16
Monitor organizational health signals (team conflict, L10 energy, retention)
Ongoing
No
17
Manage resource allocation decisions and cross-functional trade-offs
As needed
No
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