Starting Point
A fast-growing FinTech with 120 employees had hit organizational limits. What had worked as an agile founding team created increasing friction at 120 people. Decisions were unclearly distributed, conflicts in the leadership team remained unspoken, and new hires struggled to navigate the informal culture.
Challenge
- Unclear role distribution between founders and newly hired leaders
- Decision-making processes relied on implicit rules rather than clear structure
- Growing pains were misinterpreted as personal conflicts
Objective
- Address tensions in the leadership team constructively
- Define clear roles, accountabilities, and decision-making paths
- Build an organizational structure that enables growth rather than hindering it
Approach
- Individual interviews with all leaders for diagnostic purposes
- Two-day alignment workshop with the entire leadership team
- Development of a role matrix and decision architecture
- Accompanying sparring over three months for anchoring
Outcome
- Clear role distribution between strategic and operational leadership
- Decision architecture that balances speed and accountability
- Conflicts within the founding team constructively resolved
- Onboarding structure for new leaders developed
“We thought we had a people problem. In reality, we had a structure problem.” — CEO, Alignment Process Sponsor