EOS LeadershipTeam and Meeting Structure
LeadershipTeam:
Marketing – Barrett Young
Business Development – Aaliyah Roach
Clients Services – Samantha Bowling
Operations – Kelly Edelen
Finance – Samantha Bowling
Simple Rulefor Understanding Functions
Leadership sets direction, allocates resources, solves cross-functional issues, and ensures the entire firm achieves its goals.
Growth:
o Marketing - Creates awareness and generates leads.
o Business Development - gets, keeps and grows clients.
Client Services delivers accounting, tax, bookkeeping, and advisory services
Operations build the people, processes, capacity, and technology needed to scale
Finance manages the money and financial health of the firm.
What Belongswith Leadership?
Vision
Where are we going?
What do we want the firm to look like in 3 years?
What services do we offer?
What markets do we serve
Strategy
New service lines
Acquisitions
Major investments
Pricing strategy
Geographic expansion
Cross-Functional Issues
Anything involving multiple functions - Examples:
1. Marketing + Business Development -Leads aren't converting
2. Business Development + Client Services -Clients are being oversold
3. Client Services + Operations -Capacity problems
4. Operations + Finance -Need to hire staff
These belong at Leadership because no single leader can solve them alone.
Resource Allocation
Do we hire?
Do we invest in technology?
Do we buy software?
Do we fund training?
Which Rocks get priority?
Organizational Structure
Accountability Chart
Right People Right Seats
Succession planning
Leadership development
What Belongswith Leadership? (Continued)
Company Health
Leadership should constantly ask:
Are we healthy?
Are we aligned?
Are we accountable?
Are we living our Core Values?
This is a core EOS responsibility.
A Practical Test
When an issue comes up, ask:
Is it about doing the work?
→ Client Services
Is it about getting or growing clients?
→ Business Development
Is it about awareness and lead generation?
→ Marketing
Is it about people, process, capacity, or technology?
→ Operations
Is it about money?
→ Finance
Does it impact multiple departments, company strategy, structure, or major resource decisions?
→ Leadership Team
EOS LeadershipTeam Meetings
Based on EOS®, your annual cadence should include:
QuarterlyMeetings every 90 days
AnnualPlanning /Vision Building once per year (your recent 2-day meeting)
Weekly Level 10 Meetings continue separately
Since your Annualwas May19–20, 2026, here’s the recommended EOS meeting rhythm for the next 12 months:
EOS Meeting Calendar(2026–2027)
Annual/Vision Building (2 Days)
May17–18, 2027
Purpose:
Revisit Vision/Traction Organizer (V/TO)
Review 1-Year & 3-Year goals
Set annual priorities
Strengthen leadership alignment
Deep IDS work
Confirm company Rocks for the year
Everythreeyears we bringthe entireteam tothis meeting – Next Triennialmeeting is May21 – 23, 2029.
QuarterlyEOS Meetings (1 FullDay Each)
Q3 Quarterly
August 21, 2026(3rd Friday)
Focus:
Review prior quarter Rocks
IDS key issues
Reset Scorecard measurables
Set next quarter Rocks
Accountability check
Q4 Quarterly
November20, 2026 (3rd Friday)
Focus:
End-of-year traction review
Budget alignment
Planning for year-end execution
Team health review
Set Q1 Rocks
Q1 Quarterly
February19, 2027(3rd Friday)
Focus:
Start-the-year alignment
Operational traction
Remove bottlenecks
Leadership accountability
IDS major issues
Q2 Quarterly– BeginsAnnualMeeting)
May18, 2027
Weekly Leadership Team Level 10 Meeting
Participants: All five leaders + CEO/Integrator
Length: 90 minutes
Purpose: Run the business.
Agenda
Segue (good news or gratitude)
Company Scorecard (Future)
V/TO - Goals
Rock Review
Customer/Employee Headlines
To-Do Review
IDS (Identify, Discuss, Solve)
Recap To-Dos
Cascading Messages
Every leader reports on:
Functional Scorecard metrics
Rock status
Key issues needing leadership team attention
This is where cross-functional accountability occurs.
SuggestedWeeklyRhythm (EOS Best Practice)
WeeklyLevel10 Meetings
Same day
Same time
90 minutes
Every week
Example:
Tuesdays at 10:00 AM
EOS emphasizes the Meeting Pulse™ because consistency creates traction.
Afew EOS recommendations asyou lockthese dates:
Schedule the entire year now
Protect the dates like client meetings
Quarterly meetings should happen before the next quarter begins whenever possible
Annual should be offsite if you want deeper strategic thinking
Keep EOS Healthy Rules active: open/honest communication, no distractions, IDS everything
EOS Issue Escalation Rule
Keep It Here If:
We own it.
We can solve it.
We have authority.
Escalateto Leadership If:
It involves another function.
We need resources.
We need a leadership decision.
It affects company strategy.
TheThree Buckets
Every issue should be classified into one of these buckets:
Department Issue One function can solve it.
Handle in:
Marketing Meeting
Growth Meeting
Client Services Meeting
Operations Meeting
Finance Meeting
TheThree Buckets (Continued)
Cross-FunctionalIssue
Two or more departments are involved.
Handle in:
Leadership Team IDS
Strategic Issue
Changes:
Structure
People
Profitability
Vision
Resources
Capacity
Handle in:
Leadership Team IDS
Quarterly Meeting
Leadership Team Test
Before putting an issue on the Leadership Team IDS list, ask:
Question 1
Can this be solved within one department?
If YES → Department Meeting
If NO → Continue
Question 2
Does solving it require another department's participation?
If YES → Leadership Team
Question 3
Does it impact company-wide goals, Rocks, staffing, structure, or profitability?
If YES → Leadership Team Marketing Issues
Belong in Marketing
Website updates
Campaign performance
Email open rates
Content calendar
Event planning
Social media strategy
Marketing vendor management
Lead generation tactics
Escalateto Leadership
Marketing budget changes
Brand repositioning
New service line launches
Marketing staffing changes
Marketing not generating enough leads for firm growth
Business Development & Client Growth Issues
Belong in BD
Referral strategy
Prospect follow-up
Pipeline management
COI development
Cross-selling opportunities
Retention tactics
Client satisfaction concerns
At-risk client management
Escalateto Leadership
Significant client losses
Major retention trends
Pricing strategy
New market expansion
Firm-wide growth strategy
Client Services Issues
Belong in Client
Services
Tax return bottlenecks
Bookkeeping workflow issues
Accounting review delays
Advisory project management
Capacity concerns
Belong in Client Services (Continued)
Training needs
Quality control issues
Missed deadlines
Escalateto Leadership
Need additional staff
Capacity impacts firm growth
Service line restructuring
Significant quality concerns
Profitability problems
Operations Issues
Belong in Operations
Workflow systems
Technology issues
SOP development
Project management
Capacity planning
Process documentation
Software implementation
Escalateto Leadership
Major software investments
Organization-wide process changes
Structural changes
Resource allocation conflicts
Finance Issues
Belong in Finance
Billing issues
Collections
Cash management
Budget tracking
Monthly reporting
Payroll processes
Escalateto Leadership
Cash flow concerns
Pricing changes
Compensation plans
Major expenditures
Profitability issues
Examples forYourFirm
Example1
Issue: Tax returns are sitting in review too long.
Client Services
Not Leadership.
Example 2
Issue: Referrals are down 30%.
Business Development
Unless it becomes a company-wide trend affecting growth.
Example 3
Issue: Tax team is overloaded and cannot complete work. Initially: Client Services If they need additional staffing or resources: Leadership Team
Example 4
Issue: Marketing is generating leads but BD is not following up. Leadership Team
Because it involves two functions.
Example 5
Issue: Clients complain about response times.
Start:
Client Services
If the root cause is staffing, process, or structure:
Leadership Team
WeeklyGrowth Meeting (60 Minutes)
Participants:
Marketing Leader
Business Development Leader
Anyone else directly involved in lead generation or client growth
Length: 60 Minutes
10 Minutes – Growth Scorecard
Marketing Metrics
Website traffic
Email performance
Event registrations
Marketing-qualified leads
Business Development Metrics
Referral meetings
Prospect meetings
Discovery calls
Proposals
New clients
Referral requests
Referrals received
10 Minutes – Growth Rocks
Examples:
Launch referral program
Increase advisory leads
Create client nurture campaign
Improve lead conversion
Build COI program
10 Minutes – FunnelReview
Review the entire pipeline:
Awareness
Marketing activities
Interest
Lead generation
Discovery
Prospect meetings
Proposal
Opportunities
Closed Business
New clients
20 Minutes – IDS
Examples:
Lead quality issues
Referral generation challenges
Event performance
Website conversion issues
Prospect follow-up bottlenecks
Client retention concerns
5 Minutes – Commitments
What is each person committing to before nextweek?
Client ServicesWeeklyMeeting (60 Minutes)
Participants:
Client Services Leader + Managers/Team Leads
Length: 60 minutes
Scorecard Review(10 Minutes)
Attest FUTURE
Financial statements delivered on time
Work in process (WIP)
Bookkeeping FUTURE
Monthly closes completed
Cleanup projects
Tax
Returns completed
Returns due in next 30/60/90 days
Extension status
Review backlog
Advisory FUTURE
Advisory meetings completed
Advisory deliverables completed
Open advisory projects
Team Metrics FUTURE
Capacity utilization
Billable hours
Realization rate
Write-offs
Turnaround times
Error/rework rate
Rock Review(10 Minutes) FUTURE
Examples:
QuarterlyRocks
Implement new tax workflow
Reduce return turnaround time
Standardize bookkeeping processes
Improve realization rate
Create advisory delivery templates
Reduce review bottlenecks
OperationalIssues (30 Minutes)
IDS Around:
Capacity
Who is overloaded?
Who has bandwidth?
Workflow
Stuck returns
Missing client information
Review bottlenecks
Quality
Recurring errors
Training needs
Process compliance
Resource Planning
Upcoming deadlines
Tax season preparation
Staffing needs
Commitments (10 Minutes)
Each person leaves with:
What they own
Due date
Success measure
Operations - MonthlyMeeting (90 Minutes)
1. Operations Scorecard (10 Minutes)
Review trends, not individual problems.
Capacity
Utilization
Overtime
Open positions
People
Turnover
Training completion
Employee engagement concerns
Process
Process compliance
Workflow bottlenecks
Technology
Open technology issues
Automation opportunities
2. Capacity & Resource Planning (15 Minutes)
Review each area:
Tax
Accounting
Bookkeeping
Advisory
Questions:
Where are we overloaded?
Where are we underutilized?
What staffing needs are emerging?
What does the next 60-90 days look like?
Outcome:
Capacity concerns identified early.
3. Training & Team Development (20 Minutes)
This becomes a major focus.
Team Development
New hires
High performers
Employees needing support
Succession planning
Training
Technical training completed
Upcoming training needs
Cross-training opportunities
Certifications and professional development
Questions:
1. Who needs development?
2. Who is ready for greater responsibility?
3. What skills gaps exist?
4. Process & Technology Improvement (20 Minutes)
Review improvement projects.
Examples:
Tax workflow improvements
Bookkeeping standardization
Advisory delivery processes
Onboarding improvements
Documentation projects
Software implementations
For each project:
Status
Roadblocks
Next milestone
Owner
5. Organizational Health Review (10 Minutes)
Review:
Burnout risks
Team morale
Accountability concerns
Communication issues
Core Values alignment
Ask -What people issues could become business issues if we don't address them now?"
6. Operations IDS (10 Minutes)
Only discuss issues related to:
Capacity
Staffing
Training
Process
Technology
Organizational health
Not:
Marketing
Sales pipeline
Client growth
Financial strategy
Unless Operations is directly involved in the solution.
7. Commitments & Next Steps (5 Minutes)
Each commitment needs:
Owner
Due date
Success measure
What Operations Owns
People
Training
Development
Onboarding
Succession planning
Process
Documentation
Workflow
Standardization
Continuous improvement
Capacity
Staffing
Workload balancing
Resource planning
Technology
Systems
Automation
Operational tools
This 90-minute structure keeps Operations focused on building a stronger firm rather than getting pulled into daily service delivery. A good test is:
If solving the issue would make the firm better six months from now, it likely belongs in Operations.
Finance - MonthlyPartnerMeeting (60
Minutes)
Participants
Partners/Owners
Finance Leader/CFO
Managing Partner (if separate)
Purpose
Review the firm's financial health, identify risks and opportunities, and make financial decisions.
1. Financial Dashboard Review (10 Minutes)
Review only the critical numbers.
Revenue
MTD
YTD
Against budget
Against prior year
Profitability
Gross margin
Net profit
EBITDA (if applicable)
Cash
Cash on hand
Cash forecast
Days cash available
1. Financial Dashboard Review (10 Minutes) -
AR
Total AR
30/60/90+
Collection trends
WIP
WIP balance
Aging WIP
Write-off risk
Ask: What is the story these numbers are telling us?
Not:
Why is office supplies $200 over budget?
2. Forecast & Capacity Review (10 Minutes)
Review:
Revenue Forecast
Next 90 days
Year-end forecast
Capacity Impact
Staffing needs
Utilization trends
Advisory capacity
Tax season readiness
Questions:
1. Are we on track?
2. What financial risks do we see?
3. What opportunities do we see?
Continued
3. Strategic Financial Decisions (20 Minutes)
Standing discussion items:
Pricing
Fee increases
New pricing models
Advisory packaging
Investments Technology Training Staffing
Profitability
Service line profitability
Client profitability
Growth
Acquisition opportunities
New service lines
Expansion opportunities
4. Partner Issues & Risks (10 Minutes)
IDS-style discussion.
Examples:
Cash flow concerns
Major client concentration
Staffing shortages
Compensation concerns
Capital expenditures
Tax planning
Succession planning
Focus on solving, not reporting.
5. Decisions & Commitments (10 Minutes)
Document:
Decisions Made
Fee increases approved
Hiring approved
Technology approved
Action Items
Owner
Due date
Expected outcome
Finance Scorecard
I'd recommend the owners see no more than 10-15 metrics.
Revenue
Revenue vs Budget
Revenue vs Prior Year
Profitability
Gross Margin %
Net Margin %
Cash
Cash Balance
Cash Forecast
Efficiency
Utilization
Realization
Write-offs
Collections
AR > 60 Days
DSO
Growth
Advisory Revenue
New Client Revenue
What Finance Owns
Monthly Finance Meeting
Owns:
Financial performance
Cash
Forecasting
Pricing
Profitability
Financial risk