Organizational Review · April 2026

Accountability &
Operational Clarity

A formal documentation of structural friction points within TOMA Companies, presented in the spirit of the EOS framework we have committed to as an organization.

TOMA COMPANIES  ·  INTERNAL LEADERSHIP
Purpose

Why This Conversation Matters

This presentation is not about blame. It is a structured, documented account of the operational gaps that are creating friction at the leadership level — and a starting point for resolving them together.

What This Is
  • A formal record of issues raised
  • Grounded in EOS principles
  • A call for specific agreements
What This Is Not
  • A personal attack
  • An ultimatum
  • An isolated complaint
What We Want
  • Clarity on roles & scope
  • Consistent processes
  • A functioning EOS cadence
Our Operating Framework

EOS & The Structure We Agreed To

TOMA Companies operates — or is intended to operate — under the Entrepreneurial Operating System. EOS only delivers its benefits when both roles are honored and its tools are actively used.

Visionary
The President
Ideas, culture, big relationships
Integrator
Vice President
Execution, accountability, day-to-day
Status
Incomplete
V/TO 50% done · Zero L10s held for TOMA

"An Integrator is the person who harmonizes all the major functions of the business, runs the organization, and manages the day-to-day issues that arise. The Visionary and Integrator relationship only works when roles are respected and the system is running."

— Rocket Fuel, Wickman & Winter
1
Issue

Undefined Role & Uncontrolled Task Assignment

  • The Integrator role has never been formally defined in writing at TOMA Companies.
  • Tasks are assigned verbally and without accountability chart ownership, defaulting to the Vice President regardless of fit.
  • The instruction to "just do it because I said so" is inconsistent with EOS principles and an accountability-based culture.
EOS Principle

Every task should belong to a seat on the Accountability Chart. If no seat exists for a task, a new seat must be created and filled — not absorbed by whoever is closest.

A seat without a clearly defined person, and a person without a clearly defined seat, both create organizational breakdown.

2
Issue

Communication Quality & Information Completeness

  • Tasks and requests frequently arrive with missing information, requiring the VP to track down context before any work can begin.
  • The Integrator has been acting as an information relay between the Visionary and support staff — a misuse of the role and a bottleneck for the organization.
  • A complete, actionable request should go directly from the Visionary to the appropriate seat without VP involvement.
Current Pattern

Visionary → VP (to fill gaps) → Assistant → Result → VP → Visionary

Desired Pattern

Visionary → Correct Seat (complete info) → Result

3
Issue

Absence of L10 Meetings & an Incomplete V/TO

4
Issue

Scope Creep in the Virtual Assistant Initiative

  • Two VA roles were discussed: a Marketing & Creative role and a Recruitment role.
  • The original agreed-upon scope was that these roles fall under Minuteman Car Wash (retail).
  • Late in the process, the scope was expanded to all TOMA companies — a significant change made without a structured decision process.
  • Scope changes of this magnitude require alignment, accountability chart updates, and clear reporting lines before hiring begins.
Specific Blocker: Marketing VA

A Marketing & Creative hire can only be effective if there is a foundational content library to build from. Currently, professional visual assets do not exist across TOMA's brands.

Prerequisite

Professional photography must be completed before a marketing hire can be productive.

5
Issue

Professional Visual Assets

This has been a recurring point of friction and needs to be resolved before marketing efforts can scale.

The Ask

Retain a professional photographer to build a portfolio of visual assets for TOMA's real estate properties, Minuteman Car Wash locations, and Car Wash Suppliers projects.

The Objection

"Cell phone photos are fine." This underestimates the perception gap between phone photography and professional work — particularly in real estate and B2B brand contexts.

The Risk

Underinvesting in visual assets limits the credibility and reach of all three brands. A Marketing VA hired without this foundation will be immediately constrained in what they can produce.

6
Issue

Protected Work Time & Meeting Discipline

The Integrator's ability to deliver on project commitments depends on sustained, uninterrupted focus. The current daily pattern works against this.

Current Pattern
  • 8:00 AM — VP arrives, responds to emails
  • 8:30–10:00 — ~1.5 hrs of focused project work
  • 10:00 — Owner arrives, requests a meeting
  • 10:00–12:00 — VP waits while owner handles calls
  • Result: Lost productive hours, missed deadlines
What's Needed
  • Scheduled, time-bounded meeting blocks
  • Meetings begin and end as planned
  • Phone use minimized during meetings
  • Recognition that reactive low-priority tasks during crunch periods have a compounding cost

"The Integrator must be able to protect the execution pipeline. Interruption is not a minor inconvenience — it is a structural drain on organizational output."

Path Forward

Formal Requests for Agreement

The following six items are what this presentation formally asks leadership to commit to:

1
Complete the TOMA Companies V/TO — Schedule a session with the business consultant to finish the Vision/Traction Organizer and establish it as the shared leadership reference.
2
Launch L10 Meetings for TOMA Companies — Establish a regular cadence immediately. Retail division L10s are not a substitute for the parent company's own meeting rhythm.
3
Formalize the Accountability Chart — Every seat clearly defined, every task assigned to a seat, and the VP's role formally documented with boundaries.
4
Confirm VA scope before hiring begins — Decide and document whether these roles are retail-only or TOMA-wide, and update the accountability chart accordingly.
5
Approve and schedule professional photography — Authorize a professional photographer for all three brands as a prerequisite to any marketing hire.
6
Establish meeting discipline — Scheduled meetings start and end on time. Phone use is minimized. VP has protected morning work hours.
Personal Context

A Note on the Conditions Behind This Conversation

The professional issues documented in this presentation did not arise in isolation. There is a personal dimension that provides important context for why these issues have reached a breaking point.

  • Several years ago, the VP co-signed a mortgage to support a property initiative at the owner's request. The intention was always for this to be temporary, with refinancing handled in due course.
  • Requests to be removed from the mortgage have been raised multiple times and repeatedly deferred — due to interest rates, refinancing timing, or other reasons.
  • A missed payment recently impacted the VP's personal credit score. This was a direct and measurable consequence of remaining on a mortgage that was never meant to be a long-term arrangement.
  • The financial entanglement between employer and employee creates a dynamic where the VP does not feel fully free to advocate for themselves at work — which is an unhealthy conflict of interest for both parties.
Why This Is Relevant

When professional stress and financial dependency on the same person compound simultaneously, it creates a pressure that is not sustainable. The events of the past week were a result of that accumulated pressure — not a single incident.

→
Formal Request: A clear, written timeline for removing the VP's name from the mortgage — treated as a matter of priority, not deferred again.