by Tatiana Resende | May 31, 2026 | 2nd in Command, COO
Growth Is Not Proof the Foundation Is Ready Revenue growth creates a dangerous illusion: if the numbers are going up, the business must be working. Cameron Herold challenges this assumption directly in the Second in Command. A company can scale fast and still be... 
by Tatiana Resende | May 25, 2026 | 2nd in Command, COO
Why Discipline Outperforms Talent Many companies rely on talent and speed to grow. That works early, but it does not sustain results. In The Second in Command, the Executor COO is defined by one core strength: discipline. This type of operator brings structure,... 
by Tatiana Resende | May 12, 2026 | 2nd in Command, Business
Complementary Leadership Drives Results Many CEOs hire leaders who think like them. It feels efficient. Communication is easier. Decisions happen quickly. But similarity creates blind spots. When leaders share the same instincts, the same risks get ignored. The... 
by Tatiana Resende | May 6, 2026 | 2nd in Command, Business
Agreement Is Not Alignment Many CEOs value alignment with their COO. It feels efficient. It reduces friction. Decisions move quickly. But constant agreement is not a sign of strength. It is often a sign that the COO is not fully stepping into the role. A true operator... 
by Tatiana Resende | Apr 21, 2026 | 2nd in Command, COO
The Role Was Designed to Lead, Not Assist Many CEOs describe the COO as someone who will help. Help with operations, with execution and take work off their plate. That framing is where the problem begins. A COO is not there to assist the CEO. The COO is there to run... 
by Tatiana Resende | Apr 16, 2026 | 2nd in Command, COO
Misalignment Starts at the Top When a COO underperforms, most CEOs look at the person’s skills, experience and fit. But the issue often starts earlier.It starts with how the role was defined. If expectations are unclear, inconsistent, or unrealistic, even a strong...
