In this two-part solo session, I walk back a premature critique and double down on a deeper conversation that matters: how we define, deploy, and sometimes misunderstand the Chief Operating Officer role.

Part one is a public apology—directed to Claire Hughes Johnson, one of the most insightful operational minds in the game. After misinterpreting her remarks on COO hiring and org design, I did what too few leaders do: I listened, re-evaluated, and took ownership. Turns out, Claire and I are more aligned than not. Her “test before you title” framework is brilliant, and her emphasis on minimizing a bad COO’s “blast radius” should be required reading for every founder.

Part two? It’s personal. A reflection on the stages of organizational growth, the blurred lines of responsibility, and why I believe the COO role should not be erased—but reimagined. I talk fractional leadership, capability mapping, internal talent development, and the nuanced difference between removing a role versus redesigning it. And I replant my flag: I stand for thoughtful org design that protects employees, drives operational clarity, and treats people as more than just interchangeable parts.

This episode is about listening before speaking. It's about humility. It's about operating with precision—and compassion. Whether

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