Creates direction and opportunity.
Overview
This role-level Clarity Board is the shared overview for anyone filling the Founder / Visionary seat. It defines the role standard; the current seat-holder is changeable metadata.
Maintains Visionary–Integrator alignment.
Uses EOS forums to set and refresh direction.
Role Purpose
Sets B Line Events' long-range direction, protects the culture, identifies growth opportunities, builds strategic industry relationships, and brings the ideas and major opportunities that move the company forward. The Visionary stays closely aligned with the COO / Integrator so ideas become prioritized, executable plans.
Top Outcomes Expected
Leadership understands the future direction, priorities, market position, and opportunities B Line will pursue.
New ideas, major relationships, partnerships, and large opportunities are introduced and advanced.
The founder models and reinforces B Line's values, standards, and relationship-centered culture.
Ideas and decisions are filtered with the COO into sequenced plans with owners and boundaries.
The founder participates where relationships, credibility, or judgment materially improve the likelihood of winning the right work.
Material investments, risk, succession, and long-range financial choices receive appropriate owner-level judgment.
KPI Scorecard
These measures define success for the role and should be reviewed through the stated operating cadence.
| KPI | Measured Through | Target Or Standard | Control |
|---|---|---|---|
| Strategic Ideas Advanced | L10 or Same-Page decision log | Priority ideas are presented, decided, and either assigned, parked, or declined. | Strong |
| Culture Stewardship | Quarterly and annual team feedback | Core values and desired culture are consistently modeled and reinforced. | Strong |
| Industry Relationships | CRM and relationship review | Priority relationships and partnerships remain active and produce learning, referrals, or opportunity. | Strong |
| Major Opportunities | Sales scorecard and CRM | Founder-supported opportunities have clear next steps, ownership, and outcomes. | Shared |
| Visionary–Integrator Alignment | Same-Page action and decision log | Material ideas, tensions, and priorities are resolved before they create organizational churn. | Shared |
| Company Direction | V/TO, annual plan, and quarterly Rocks | The leadership team operates from a current, coherent company direction. | Shared |
Meetings
The role comes prepared with current evidence, decisions needed, risks, and next steps appropriate to each forum.
| Meeting | Cadence | Purpose And Preparation | Role | KPIs To Map |
|---|---|---|---|---|
| Same-Page Meeting With COO / Integrator | Weekly or as needed | Resolve priorities, ideas, tensions, ownership, decisions, and messages that need to cascade. | Co-lead and decision-maker | Strategic priorities, decisions, company risks |
| Leadership L10 | Weekly | Review the scorecard, Rocks, headlines, to-dos, and IDS the highest-priority issues. | Visionary and leadership-team member | Company scorecard, Rocks, major issues |
| Sales Review | Weekly | Review major opportunities, pipeline movement, relationship strategy, proposals, and decisions requiring founder involvement. | Strategic sales contributor | Pipeline, major deals, relationship actions |
| Finance / Ownership Review | Monthly or quarterly | Review company performance, material investments, risk, and owner-level financial decisions. | Owner and approver | Revenue, profitability, cash, major commitments |
| Quarterly EOS Planning | Quarterly | Evaluate the prior quarter, refresh priorities, and set Rocks. | Visionary and decision-maker | Scorecard trends, Rocks, people, issues |
| Annual Planning Retreat | Annual | Refresh long-range vision, annual goals, market focus, and organizational priorities. | Visionary and owner | Annual results and future direction |
Processes And RACI
The RACI level describes the role's normal accountability. Project-specific assignments may narrow the scope but should not create unclear ownership.
| Process | RACI | Frequency | Primary Systems | Expected Output |
|---|---|---|---|---|
| Company Vision And Strategy | Accountable | Quarterly and annual | EOS V/TO, scorecards, planning materials | Clear direction, priorities, market focus, and owner decisions |
| Strategic Growth And R&D | Responsible | Ongoing | Asana, Drive, industry research, CRM | Evaluated ideas and qualified strategic opportunities |
| Culture Stewardship | Accountable | Ongoing | Team meetings, quarterly planning, people systems | Visible reinforcement of values and standards |
| Major Relationship Development | Responsible | Ongoing | Zoho CRM, LinkedIn, Gmail, Calendar | Active strategic relationships and next steps |
| High-Value Sales Support | Responsible or Consulted | As needed | Zoho CRM, proposals, budgets, SOWs, meeting notes | Relationship leverage, decisions, and a clean handoff |
| Visionary–Integrator Alignment | Accountable with COO | Weekly | Same-Page agenda, decision log, Asana | Prioritized ideas, resolved issues, and clear ownership |
| Ownership And Governance | Accountable | As needed | Finance reports, legal files, advisor materials | Sound owner-level decisions and documented approvals |
People And Systems
Key People To Meet
| Person Or Group | Why They Matter | First Conversation |
|---|---|---|
| Elizabeth Brown, COO / Integrator | Translates vision into executable plans and owns cross-functional follow-through. | Establish Same-Page rules, decision rights, communication boundaries, and the idea-filtering process. |
| Ashley Mirkovich, VP Event Operations | Connects strategy to delivery capacity, quality, staffing, and client execution. | Understand delivery constraints, quality standards, and where founder involvement helps or disrupts execution. |
| Tiffanie Jensen, Business Development Manager | Owns day-to-day business-development execution and pipeline discipline. | Clarify sales lanes, major-deal involvement, relationship handoffs, and CRM expectations. |
| Finance and accounting partners | Provide financial reporting, forecasting, risk visibility, and decision support. | Review reporting rhythm, material thresholds, and owner approvals. |
| EOS Implementer or leadership advisor | Supports leadership discipline, quarterly planning, and Visionary–Integrator effectiveness. | Confirm planning rhythm, issue-solving expectations, and governance boundaries. |
| Leadership team | Turns the company vision into aligned functional execution. | Share the vision, listen to operational realities, and agree how priorities will be communicated. |
Systems To Learn First
| Priority | System | Role Use | Onboarding Check |
|---|---|---|---|
| 1 | EOS V/TO and L10 system | Vision, annual goals, Rocks, scorecards, issues, and accountability. | Can explain the current direction and use IDS without bypassing ownership. |
| 2 | Zoho CRM | Strategic relationships, major opportunities, pipeline context, and handoffs. | Can find the current relationship history and document next steps. |
| 3 | Asana | Assigned strategic actions, Rocks, decisions, and delegated follow-through. | Uses Asana for commitments without becoming the default task administrator. |
| 4 | Google Workspace | Plans, financial summaries, proposals, presentations, and shared company records. | Can locate current approved materials without disrupting folder governance. |
| 5 | Gmail, Calendar, and Slack | External relationships, scheduling, and internal communication. | Uses the correct channel and documents decisions where the team can act on them. |
| 6 | Finance reporting | Revenue, profitability, cash, forecasts, and material commitments. | Understands the reporting cadence and owner-level approval thresholds. |
First 30 Days
| Timing | Focus | Expected Evidence |
|---|---|---|
| Day 1 | Review the V/TO, accountability chart, current annual plan, and Visionary–Integrator working agreement. | Can explain the company direction and decision boundaries. |
| Week 1 | Meet the COO, leadership team, Business Development, Event Operations, and finance partners. | Understands functional ownership and where founder involvement adds value. |
| Weeks 2–3 | Review top relationships, current major opportunities, company risks, and upcoming planning decisions. | A prioritized relationship and decision list with owners. |
| By Day 30 | Demonstrate the Same-Page rhythm and idea-filtering discipline. | Leadership sees clear priorities without avoidable operational churn. |
Career Progression
This is an owner-level seat rather than a conventional promotion step. Development centers on stronger governance, succession readiness, strategic focus, relationship leverage, and effective delegation to the COO / Integrator and functional leaders.
Printable Summary
Role Summary
Sets B Line Events' long-range direction, protects the culture, identifies growth opportunities, builds strategic industry relationships, and brings the ideas and major opportunities that move the company forward. The Visionary stays closely aligned with the COO / Integrator so ideas become prioritized, executable plans.
First Priorities When Entering The Role
- Learn the current company vision, annual goals, Rocks, and scorecard.
- Establish a disciplined Same-Page relationship with the COO / Integrator.
- Understand functional ownership before entering day-to-day execution.
- Review the highest-value relationships, opportunities, and risks.
- Use the EOS idea and issue process so priorities remain stable and executable.
Primary Sources
- Accountability Chart
- Role/Performance Benchmarks
- Birgess Angelus individual Clarityboard, March 2026