Your intended role, the company’s leadership and its financial capacity develop together. Phase 3 helps you make responsibilities and participation clear, then prepare the next ownership arrangement.
Module 7. Leadership Team
Agree who carries CFO, CRO and COO responsibilities today. Build a five-year leadership roadmap that connects future needs to strategy and affordability. Develop current people through real work and review.
A function’s reliability, a person’s capability and your milestone score answer different questions. Keep those assessments separate. You do not need to invent a new hire to demonstrate progress.
Module 8. Executive Compensation
Establish the company-wide bonus pool, executive compensation and a considered long-term value plan. Tie participation to supported performance, clear rules and appropriate professional review.
A justified zero award is different from having no plan. A supported decision not to make a new long-term grant can be appropriate. Review any existing obligations; a milestone score does not automatically award compensation or equity.
Module 9. Operator Transition
Use the Role Transition Plan to prepare your intended work and life. Practice capital allocation through an actual supported decision and follow-up. When a CEO handoff is right, succession covers the real transfer of responsibility, review and emergency continuity.
You can complete the role-transition and capital-allocation milestones while remaining CEO. Succession describes a handoff that has happened. Record its actual stage rather than treating a choice to remain CEO as failure.
Prepare the choice that fits your life
Handing over management, changing ownership and preparing for an unexpected absence are different decisions. Your goals and the evidence guide the timing. No plan can promise every ownership option or protect you from every risk.