PRESIDIO — OPERATING MODEL

Ownership + Execution + Accountability

One function. One owner. Five Chiefs. Clear layers from Governor to Intern — built to scale from $500M to $1B and beyond.

L1 — Governor
L2 — Chief
L3 — Director
L4 — Associate / Lead
L5 — Intern
LAYER 1 — GOVERNOR
Chief Executive Officer
Strategic owner of all functions
L2 — CHIEF
Chief Growth Officer
Governs Marketing + Sales
L3 — DIRECTOR
Dir. of Marketing
Growth Tech Lead
⬤ Hiring Q1–Q2
L4
Content Associate
⬤ Intern → 2027
L5 — Content Intern
L3 — DIRECTOR
Dir. of Sales
Hunter Lead
⬤ Gap — 2027
L4 — HUNTERS
Hunter Closers
⬤ 1 hunter today
L5 — Analytics Intern
L2 — CHIEF
Chief Wealth Management Officer
Governs Wealth Management
⬤ CEO wearing hat
L3 — DIRECTOR
Dir. of Wealth Management
⬤ Exists — needs clarity
L4A
Assoc. Wealth Mgr
Entry farmer
L4B
Wealth Manager
Core farmer
L4C
Sr. Wealth Mgr
Lead farmer
L2 — CHIEF
Chief Investment Officer
Governs Investments
⬤ CEO wearing hat
L3 — DIRECTOR
Dir. of Investments
⬤ In place
L4
Investment Associates
⬤ Functional
L2 — CHIEF
Chief Operating Officer
Governs Ops + Compliance
L3 — DIRECTOR
Dir. of Operations
⬤ COO doing both
L4
Ops Associate
⬤ Exists — blurry
L3 — DIRECTOR
Dir. of Compliance
⬤ Bundled — split needed
L4
Compliance Associate
⬤ Exists — blurry
L2 — CHIEF
Chief Financial Officer
Governs Finance
⬤ CEO wearing hat
L3 — DIRECTOR
Controller / Bookkeeping
⬤ Partial — Admin today
L4
Finance Associate
⬤ Functional today
Cross-Functional: Growth Technology & Infrastructure — The Growth Tech Lead carries dotted-line accountability to all five functions for platform integrations, data infrastructure, AI implementation, and compliance technology. This is the firm's only dedicated technology resource — filling a gap that currently has no owner across any function.
CAREER LADDER — GROWTH AND PROGRESSION PATHS

Every role in the firm has a defined progression path. This creates internal mobility, reduces turnover, and gives every team member a clear answer to where they go from here. Each step has distinct KPIs and compensation thresholds that define the promotion criteria.

HUNTER TRACK
1
Junior Hunter
Learning the process, shadowing
2
Hunter
Closing independently
3
Senior Hunter
High volume, mentors juniors
4
Dir. of Sales
Manages the hunter team
WEALTH MANAGER TRACK
1
Assoc. Wealth Manager
Entry — supervised book
2
Wealth Manager
Independent book
3
Senior Wealth Manager
Large book, mentors juniors
4
Dir. of Wealth Management
Manages advisor team
GROWTH TECH TRACK
1
Analytics Intern
Pipeline entry
2
Analytics Associate
Data and reporting
3
Growth Tech Lead
Full stack ownership
4
Dir. of Technology
Firm-wide tech leadership
CONTENT TRACK
1
Content Intern
Pipeline entry
2
Content Associate
Social and vault execution
3
Content Lead
Owns full content calendar
4
Dir. of Marketing
Full channel ownership
OPS / COMPLIANCE TRACK
1
Ops Associate
Process execution
2
Ops Lead
Process ownership
3
Dir. of Operations
Full ops management
4
Dir. of Compliance
Separate track at $1B
HUNTERS vs FARMERS — THE REVENUE MODEL
Current State — Today: The firm has one dedicated hunter and a team of Wealth Managers handling client relationships. The hunter/farmer split exists in principle — the immediate priority is formalizing the structure, defining the handoff protocol, and building the pipeline that gives the hunter qualified leads to close.
🏹
The Hunters
OWNED BY CGO — DIRECTOR OF SALES
Pure closers. Their only job is converting qualified prospects into funded accounts. They do not manage portfolios. They do not service clients. Once the account is funded they complete the handoff and move to the next prospect in the pipeline.
OWNS
Discovery meeting — qualifying the prospect
Proposal — presenting the firm's value proposition
Close — getting the agreement signed and account funded
Handoff — clean transfer to assigned Wealth Manager
COMPENSATION MODEL
Base salary plus 15–25 bps on every dollar of new AUM closed, paid over the first 12–24 months. No trail. No ongoing payments. Incentivized entirely on new business volume.
KPIs
New AUM closed per month — Discovery to proposal rate — Proposal to close rate — Average sales cycle length — Pipeline value total — AUM per new client
🌾
The Farmers
OWNED BY CWMO — DIR. OF WEALTH MANAGEMENT
The Wealth Managers. Their job is to deepen, retain, and expand existing client relationships. They manage portfolios, run annual reviews, handle the family relationship, and grow wallet share. They are never asked to prospect for new business.
OWNS
Portfolio management and investment performance
Annual client review meetings
Wallet expansion — growing AUM within existing relationships
Client referral generation — earning the introduction
Family engagement — next generation relationship building
COMPENSATION MODEL
Base salary plus a percentage of revenue generated by their book — paid as long as the client stays. Deeply incentivized to retain and grow. Zero new business pressure.
HANDOFF PROTOCOL
Account funded. Hunter completes client profile — relationship history, goals, concerns, family situation. Director of Wealth Management assigns a Wealth Manager. Formal intro meeting within 30 days. Hunter is done. Client never feels the transition.
THE KEY PRINCIPLE
Hunting and farming require completely different skills, mindsets, and daily rhythms. Split the function. Optimize each independently. The CGO builds the pipeline. The hunters convert it. The farmers retain and expand it. This is the full revenue cycle — owned end to end with no accountability blur.
GAP ANALYSIS — $500M TODAY

Every gap below is a hire or a restructure. Where a Chief has no Director beneath them, the Chief is doing two jobs. Where the execution layer is blurry, accountability is blurry. The hiring sequence addresses gaps in order of revenue impact.

GROWTH — CGO
Chief: In seat — Day 1
Dir. of Marketing: Hiring Q1–Q2 2026
Dir. of Sales: Gap — 2027 hire
Content Associate: Intern pipeline Q2/Q3
Hunters: Do not exist — 2027
Priority hire: Growth Tech Lead. Everything downstream follows.
WEALTH MGMT — CWMO
Chief: CEO wearing CWMO hat
Dir. of Wealth Management: Exists — needs clarity
Advisors: Doing hunting and farming simultaneously
Career ladder: No defined progression path yet
Biggest accountability blur. Hunter/farmer split is the highest-priority restructure.
INVESTMENTS — CIO
Chief: CEO wearing CIO hat
Director: In place and functional
Associates: Functional at current scale
Healthiest function. CEO should formally hand CIO accountability to Director as firm scales.
OPERATIONS — COO
Chief: COO in seat
Dir. of Ops: COO doing both jobs
Dir. of Compliance: Bundled — must split
Technology: No owner — cross-functional gap
Ops and Compliance must be formally split before $1B.
FINANCE — CFO
Chief: CEO wearing CFO hat
Director: Bookkeeping/Admin — partial
Associate: Functional at current scale
Adequate today. Dedicated Controller needed before $1B complexity increases.
HIRING SEQUENCE — BY IMPACT
1
Growth Tech Lead
Q1–Q2 2026. Enables the entire growth engine.
2
Hunter / Farmer Split
2026. Restructure existing advisors first.
3
First Hunter Hire
2027. Pipeline is ready. Close the leads.
4
Split Ops / Compliance
2027–2028. Before $1B complexity arrives.
KPIs BY FUNCTION

One function, one owner, one set of metrics. Each Chief is accountable for these numbers. The Director executes against them. The CEO reviews monthly — informed without being pulled into execution.

GROWTH — CGO
MARKETING
Leads generated per month
Cost per qualified lead
LinkedIn follower growth
Vault registrations MoM
Email list size and growth
Content output vs goal
Webinar attendance rate
SALES
New AUM closed per month
Discovery to proposal rate
Proposal to close rate
Average sales cycle length
Pipeline value total
WEALTH MGMT — CWMO
Client retention rate
NPS score
Client satisfaction score
Referral rate per advisor
Wallet expansion per client
Family engagement rate
Response time to requests
Next-gen relationship rate
INVESTMENTS — CIO
Performance vs benchmark
Risk-adjusted returns
Allocation adherence
Rebalancing accuracy
Investment cost efficiency
Portfolio drift rate
Mandate adherence
OPERATIONS — COO
Zero compliance issues
Task completion rate
Process turnaround time
Tech stack uptime
Client onboarding time
Regulatory audit readiness
Vendor performance scores
AI implementation milestones
FINANCE — CFO
Profit margin
Revenue per client
Revenue per AUM dollar
Cash flow and runway
Cost per employee
EBITDA margin
Growth division ROI
KEY PRINCIPLE
One Function = One Owner. The Chief is accountable for every metric in their column. The Director executes against them. The CEO reviews the dashboard monthly — informed without being pulled into execution.
PRESIDIO OPERATING MODEL — CONFIDENTIAL — ONE FUNCTION. ONE OWNER.