WKT EOS Role Scorecard for CEO & Visionary
Date Updated: March 2026
Functional Role: Chief Executive Officer
EOS Seat Type: Visionary
Level: Executive / Founder
Reports To: Board of Directors
Direct Reports:
President & COO (primary)
External board
Investor relationships
Purpose of the Role
The CEO is WKT's Visionary. This is the person who holds the long-term picture, generates the ideas worth pursuing, builds the relationships that open doors no one else can, and makes the final calls on capital, strategy, and enterprise risk. This seat exists to see further and think bigger than the operating system allows, and to translate that clarity into a direction compelling enough that the company organizes around it with confidence. The Visionary's highest contribution is not execution - it is the quality and clarity of the vision itself, and the discipline to let the Integrator and leadership team run toward it without constant redirection.
Key Accountabilities
Set and communicate vision, strategy, and long-term direction ensuring the leadership team and organization have a clear, shared picture of where WKT is going and why
Own major external relationships: key partnerships, board and investor relationships, institutional credibility, and the market-facing positioning that no one else can carry
Lead board governance and investor relations including financial reporting, strategic updates, and the trust-building that sustains WKT's access to capital and strategic support
Make final calls on big bets, capital allocation, enterprise risk, and decisions that span or transcend the operating system
Drive culture, values, and organizational identity by modelling the Core Values and ensuring WKT's internal character matches its external promise
Scout and evaluate major opportunities, emerging technologies, and strategic partnerships bringing the best of what's possible into the planning horizon before certainty exists
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Chris owns the quality of the vision including when the direction needs to change, when a big bet isn't working, and when his own behaviour is creating friction for the operating system. He models the accountability standard the organization is being asked to follow, including the discipline of routing operational requests through the Integrator rather than around him.
We are Curious
Chris stays genuinely engaged with what's emerging in regulated-sector training, credentialing infrastructure, AI, and the markets WKT serves, not to chase every signal, but to ensure WKT's strategic bets are informed by the best available picture of where the world is going. He brings that curiosity into the planning process in ways that expand the team's thinking without destabilizing quarterly execution.
We are Driven
Chris maintains energy and conviction for the long-term vision through the quarters when execution is hard and results are uneven. He does the external relationship work such as industry events, board conversations, partnership development with consistency and intentionality, understanding that this is the work only this seat can do. He stays driven toward the 10-year target even when the near-term picture is complex.
We are Nimble
Chris adjusts strategic direction when the market, technology, or competitive landscape signals a meaningful shift without pivoting so frequently that the operating system cannot build momentum. He distinguishes between a genuine strategic insight that warrants a directional change and a new idea that belongs in the idea capture process, not in this quarter's operating plan.
GWC - Seat-Specific Descriptors
Gets It
Chris genuinely understands what the CEO seat requires in an EOS-running, founder-led company at WKT's stage. He gets that his job is not to run the company, it is to lead it: to hold the long view, generate the ideas worth pursuing, build the relationships that create strategic leverage, and make the final calls that only the most senior person can make. He understands that the Integrator seat only works when the Visionary seat stays in its lane and that bypassing Glenn, redirecting priorities between L10s, or absorbing operational decisions that belong to the leadership team creates friction that even the strongest Integrator cannot absorb indefinitely. He gets that EOS is not a system the company runs alongside normal operations, it is the operating infrastructure, and Chris's relationship to that infrastructure is to support it, resource it, and stay out of it between planning cycles except through the Same Page Meeting. He understands that WKT's 10-year ambition of $100M and a globally recognized credentialing platform requires a company that can execute without the Visionary in the room, and that building that capacity is itself a Visionary responsibility. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This is where honesty matters most. The Visionary seat requires genuine appetite for the parts of leadership that run against the grain of a high-Invention, high-Discernment profile and those parts are not peripheral. They are structural requirements of the role.
Chris must genuinely want to release execution to the Integrator, not in principle, but in practice, when a promising idea gets queued instead of immediately resourced, when a priority doesn't move as fast as he believes it should, and when Glenn makes a call Chris would have made differently. He must want to hold the discipline of the Same Page Meeting as the primary vehicle for alignment with Glenn and not ad hoc redirections to individual team members, not direct interventions in operational decisions, and not new priorities introduced between quarters without going through the Integrator first.
Chris must want to do the external work that only this seat can do including board preparation, investor relationships, institutional partnerships, industry presence, with the same consistency and follow-through he brings to internal strategic conversations. And he must want to be genuinely accountable when his own behaviour creates confusion or undermines the Integrator's authority by naming it, correcting it, and investing in the repair.
For a Visionary whose Working Genius is anchored in Invention and Discernment, with Enablement and Tenacity as natural frustrations, the hardest requirement of this seat is not generating vision or evaluating ideas, it is the sustained, patient support of someone else's execution of those ideas. That sustained support is not optional. It is the job.
Capacity to Do It
Chris must have the cognitive bandwidth to hold WKT's long-term strategic horizon including the 10-year target, the 3-year picture, the emerging technology landscape, and the institutional relationships that create strategic optionality, while simultaneously being a consistent, available presence for the Integrator through the Same Page Meeting cadence. This is not a seat that operates on full delegation: it requires active, high-quality engagement in the planning process, the board relationship, and the Visionary-Integrator dynamic. Capacity here also includes the emotional discipline to stay in the Visionary lane when the operating system is moving at a pace or in a direction that generates tension — and to channel that tension into the Same Page Meeting rather than into the operating system itself.
Weekly Measurables
Visionary seat measurables are qualitative and relationship-based rather than operational. These reflect whether the Visionary is doing Visionary work and only Visionary work.
Measurable
Green
Yellow
Red
Same Page Meeting with President & COO completed as scheduled
Completed weekly
Missed once, rescheduled promptly
Missed without rescheduling, or consistently deferred
Strategic relationship activity (board, investors, key external partnerships (at least one substantive engagement per week)
Active and documented
Intermittent
Absent for 2+ consecutive weeks
Quarterly Output Targets
Target
Green
Yellow
Red
Visionary-to-Integrator channel discipline (new priorities, resource requests, or direction changes routed through President & COO before reaching the team)
Consistent with no exceptions
1–2 exceptions acknowledged and corrected
Recurring pattern of bypassing the Integrator
Strategic input quality for quarterly and annual planning (VTO updated, 3-year picture clear, 1-year goals confirmed with the Integrator before the planning session)
Fully prepared and aligned
Partially prepared, gaps filled in session
Underprepared, planning session used to develop rather than confirm direction
External relationship progress (board confidence, key partnership advancement, institutional credibility assessed qualitatively at Same Page Meeting)
Advancing
Steady
Stalled or deteriorating
Rocks
Quarterly Rocks for the Visionary seat reflects strategic initiatives only and not operational delivery.
Rock
Owner
Due Date
Status
[Q Rock 1 - strategic / external]
CEO
[Date]
On Track / Off Track
[Q Rock 2 - strategic / external]
CEO
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own the quality of the vision and their own role in supporting or undermining the operating system without deflection?
We are Curious
Does this person bring genuine market and technology curiosity into the strategic planning process in ways that expand the team's thinking without destabilizing execution?
We are Driven
Does this person do the external relationship work (board, investors, partnerships, industry presence) with consistency and intentionality?
We are Nimble
Does this person distinguish between a genuine strategic shift and a new idea that should be captured and queued and act accordingly?
We are Relationship-focused
Does this person invest in the Visionary-Integrator relationship with the same intentionality they bring to external relationships?
Gets It
Does this person genuinely understand that the Integrator's effectiveness depends on the Visionary staying in their lane and act on that understanding consistently?
Wants It
Does this person actively want to release execution to the Integrator, including when it is uncomfortable, and channel alignment needs through the Same Page Meeting rather than around it?
Capacity to Do It
Does this person have the strategic bandwidth, emotional discipline, and relational investment required to hold the Visionary seat effectively at WKT's current complexity and growth stage?
Quarterly Conversation Notes
Same Page Meeting notes used to track alignment quality, issues raised, and Visionary-Integrator relationship health over time.
Date
Rock Completion
Issues / Observations
V/I Relationship Notes
We Know Training Inc. EOS Role Scorecard: CEO / Visionary
This document is intended for use in Same Page Meeting facilitation and Accountability Chart seat definition. It is not intended for distribution to the broader leadership team.