A COO is usually the company’s number-two executive: a generalist who turns the CEO’s strategy into processes, tactics, and coordinated execution. The role moves toward whatever problem most needs senior attention, while helping prevent problems from reaching the CEO. section 23.1
Most startups do not need a COO. The CEO can handle the senior-most responsibilities, so adding this role makes sense only when it solves a specific leadership or operating problem. section 23.0 section 23.1
Common reasons to create the role include:
- A mini-CEO who runs the C-suite and functional leaders while the CEO focuses on financing. section 23.2.1
- A super-CRO or combined CRO-CMO who owns sales and marketing because the CEO lacks expertise there. section 23.2.2
- A head of operations covering areas such as IT, HR, manufacturing, facilities, or applied research and development. section 23.2.3
- A true partner who initially owns several unfilled functions, then narrows scope as the company hires specialists. section 23.2.5
A temporary operating partnership
At GeoTrust, one founder focused on vision and fundraising while the COO ran IT, engineering, marketing, and business development. The arrangement worked because their skills were complementary and the plan was eventually for the COO to become CEO. At Dover, a respected engineering leader informally handled IT, HR-related work, and conference logistics, freeing the CEO to focus on financing. section 23.4
Avoid co-CEOs as a default solution: one person must ultimately be accountable. A CEO-COO partnership can work when responsibilities fit the founders’ strengths, egos permit it, and the arrangement serves the company’s stage. section 23.2.4 section 23.5
