Скачать или смотреть How to Design Your Agency Org Chart for Sustainable Growth

In this episode, hosts Peter Kang and Sei-Wook Kim pull back the curtain on one of the most critical yet often overlooked aspects of scaling an agency: organizational design. Starting from their early days as a flat, "all-hands-on-deck" team, they trace the evolution of Barrel’s org chart as they grew, specialized roles, and built departments.

Peter and Sei-Wook discuss the signs that it’s time to add structure—from the need for career paths and mentorship to managing project complexity. They share advice on how founders can be deliberate about org design, including the powerful exercise of visualizing both current and future org charts.

They also get real about the challenges of scaling up and down, the risks of over-specializing too early, and how to define leadership roles that fit your agency’s stage of growth. Whether you’re a solo founder or a growing team dealing with blurred lines, this episode offers a clear framework for building an intentional structure.

Key Moments
1. The early days: Why flat orgs work (until they don’t).
2. The catalyst for change: Needing career paths, mentorship, and clear leadership.
3. How project complexity forces specialization and new roles.
4. The pitfall of over-specializing and bloating teams without budget support.
5. The danger of "orphaned" roles that report directly to founders.
6. Step 1: Understanding your strengths and weaknesses as a founder.
7. Step 2: Visualizing your org chart to identify gaps and stragglers.
8. Step 3: Using the org chart as a strategic tool for hiring and growth.
9. The hard reality: Scaling down in times of revenue decline.
10. Defining leadership roles: "Player-Coach" vs. "General Manager."

Real Talk Takeaways
1. Your org chart is a strategic tool, not just HR paperwork. Visualizing it drives intentional growth.
2. Not all specialization is good. Added roles increase overhead and must align with budgets.
3. Founders must let go—shifting from “player” to “GM” who focuses on design and hiring.
4. Business isn’t always up and to the right. Sometimes you must dismantle roles during downturns.
5. Hire leaders for your stage. A “Director” at 20 people needs to be hands-on.
6. Clarity is kindness. Defined roles, paths, and reporting lines build trust.
7. The ultimate leverage is designing an org where the right people are in the right seats.

Timestamps
00:00 – Welcome to Agency Habits
00:06 – Why org design is a recurring pain point
00:39 – Early days: flat roles, everyone wearing hats
01:33 – Turning point: structure for growth & mentorship
02:10 – Project complexity forces evolution
03:43 – Creating departments and defining leadership
05:48 – Specialization: efficiency vs. overhead
07:24 – How budgets tie to team size and margins
08:11 – The problem of "orphaned" roles
09:00 – How to start being deliberate
10:00 – Step 1: Map current org chart
11:00 – Step 2: Create a future org chart
12:22 – Integrating org design with performance management
13:29 – Org design gave founders confidence to step back
14:17 – The hardest part: letting go and trusting the team
14:46 – Founder evolution: from "player" to "GM"
16:05 – Scaling down during stagnant or declining revenue
17:04 – The sunken cost fallacy in overhead roles
19:22 – Strategies for contracting and re-consolidating hats
20:13 – Defining leadership at different scales
22:47 – How to think about leader utilization
23:19 – Wrap-up: importance of intentional org design

Notable Quotes
"The org chart was very flat... it became unclear who reports to whom, what everyone's responsibility is."
"Effective org design needs to also reflect the type of work that you do and the way that your project or engagement teams are constructed."
"Once we started using the org chart as a tool, it was really helpful... we started having discussions around job descriptions, who reports to who, and how we measure success."
"The first thing for a founder is understanding your own strengths and weaknesses."
"As the founder, the leader, you're really trying to get to a point where your main lever of impact is the org design and then recruiting the right people and holding them accountable to results."
"Business isn't always up and to the right... you may need to make changes in the business that are kinda the opposite of what you put in place."
"You almost have to kind of see the warning signs, make the decisive move to slim it down... you can't cling to the facade of the infrastructure you built."
"It's always a balance, but just understanding... how are they using their time and what's the best use of their energy."

Links & Resources
Peter Kang LinkedIn:   / peterkang34  
Sei-Wook LinkedIn:   / seiwookkim  
AgencyHabits Website: https://www.agencyhabits.com/
AgencyHabits LinkedIn:   / agencyhabits  
Barrel Holdings Website: https://www.barrel-holdings.com/
Barrel Holdings LinkedIn:   / nm