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A staff update from Glenn. The top of the chart is settled. The next layer is in motion. The Town Hall is on June 18.
If you want the picture in Glenn's voice, watch the video. The rest of this page is the same information in written form — built so you can come back to it as a reference.
An Accountability Chart shows what each seat owns. An org chart shows who reports to whom. They are deliberately different.
An org chart answers a structural question. Who reports up to whom. Who manages whom. Where each person sits in the formal hierarchy. It's useful for HR, payroll, and the lines of authority.
An Accountability Chart answers a different question. For each seat at the top of the company — what does this seat own? What decisions does it get to make? What is it on the hook for? It is the map of accountability, not of management.
The two often look similar. They are not the same. WKT now has both. The Accountability Chart is what the company runs from. The org chart still exists alongside it.
EOS — the operating system WKT uses — separates these two charts on purpose. It forces clarity on accountability without forcing it through the reporting structure. The result is decisions made at the right seat, not pulled up by default.
The top of the chart is settled. The next layer is in motion. The Town Hall is in three weeks.
For several months, the leadership team has been redesigning how WKT is organized at the top. On May 12, the team sat together, worked the chart, tested every seat, and endorsed the architecture.
Since then, the focus has shifted to the layer below — the roles inside each function. That work runs through early June. The full picture, including everything below the leadership tier, will be communicated at a Town Hall on June 18.
This update is the air cover before the Town Hall. The intent is simple: when new terms start showing up in conversation, you'll know what they mean and where they came from.
The people named in the seats are operating in this model now. This is not a future state. It is the operating model in motion as of this week.
Expect some adjustment. Building the muscle memory to route decisions to the right seat — instead of where those decisions used to go — takes practice. Give it the time it needs. If a decision lands on the wrong desk, redirect it. That's how the model gets real.
WKT runs on three tiers. Each tier does a different kind of work. The boundaries between them matter.
Strategy and direction flow downward. Customer signal, market shifts, and operating reality flow back up. The chart is the architecture; the loop is what makes it work.
Seven seats at the top of the company. Three at the leadership tier. One at the strategy tier. Three at the operations tier. The leadership team — the L10 — runs from these seven.
The V/I relationship — in its simplest form: the Visionary sets the strategy for the company. The Integrator is responsible for executing that strategy. The Chief of Staff keeps the cadence between them. Every seat below them is designed to serve that division of labour.
This seat is not new work. It is work that has been going on at WKT for years — quietly, informally, mostly carried by Chris, Nick, and a handful of others.
Until now, that work has lived in the gaps between seats. The chart fixes that.
Strategy & Industry Authority is now a function — peer to RevOps, R&D, and Corporate, not part of any of them. Nick leads it. The seat has decision authority over strategic priorities and pursuits.
Why this matters to everyone: The work this function does is upstream of everything else. It decides what WKT goes after. It tells RevOps which customers to chase. It tells R&D which credentials to build. It tells Corporate what regulatory posture to hold. Naming it as a function means we make those decisions deliberately — with a clear owner, real standing, and the authority to shape what we pursue next.
A word on "interim." Two of the seven seats are named interim — Head of RevOps and Head of Corporate. We named them honestly. Interim does not mean placeholder, and it does not mean weak. Interim means the seat is held with full standing while the permanent shape is being worked out — through a senior hire, an internal promotion, or restructuring the function itself. Those conversations are running in parallel with the chart work.
WKT serves three types of customers. Each has a different economic shape, time horizon, and operating posture. The chart names a specific owner for each one — so "we serve three customer types" is an operating discipline, not a slogan.
Individual learners taking courses for their own credentials. High volume, low touch, marketing-led. Re-engagement is dictated by regulatory recertification cycles. The motion is tight and tactical: capture efficiently, convert well, recover what's lost.
Training Managers and businesses buying seats for their organizations. 10,000+ accounts already in our database — the largest underleveraged asset in the business. The motion is substantial: nurture, expand, surface expansion signals, reactivate dormant accounts.
Associations, regulators, and government. High-value, low-volume, long-cycle relationships. Ownership sits with Strategy & Industry Authority — not RevOps — because the relationship motion is upstream of operational sales. Sales execution still happens inside RevOps; the relationship itself lives with Nick.
Each persona owner is the authoritative voice on how their customer is found, sold to, served, and retained. The function leads (RevOps, R&D, Corporate) build the engine; the persona owners make sure the engine actually serves the customer it was built for.
One note: Reseller is not a fourth persona. It's a sales motion that supports our publisher brands' channel partners, and it lives inside RevOps under Revenue.
This update is the air cover. The Town Hall is the full reveal.