What company growth figures does the speaker report from his COO tenure?

Cameron HeroldFounder of the COO Alliance & Invest In Your Leaders Training

Why Your COO Isn't a One-Size-Fits-All

29 Jul 2023 · 1 min

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Cameron Herold discusses how the COO role must be tailored to complement a CEO rather than be one-size-fits-all. He uses his own experience—serving as a COO and growing a company from $2 million to $106 million in six years—to illustrate that fit (industry knowledge, culture, behavioral traits) matters when selecting a second-in-command.

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Grew company revenue from $2 million to $106 million in six years.

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What's really weird though about the second in command role and the reason why I say that as an example me, I was The COO for 1, 800, got junk. I grew them from 2 million to 106 million in revenue in six years. I would be a horrible second in command for 95% of the members of our COO alliance. I'd be a horrible COO for 95% of the members of GoBundance because I don't have any tie into their industry or I'd be the wrong culture fit for that CEO. So what has to happen in the second in command role is you need to be the counterpart to the CEO. Everything the CEO is great at. You shouldn't want to work in every area the CEO sucks at should be your strengths. You should have a good enough balance of of behavioral traits and personality profiles.