When more than 300 business leaders, Visionaries, and Integrators filled Pullman on the Park for We Run On EOS Melbourne 2025, they expected to walk away with tools and insights to sharpen their execution. The session on EOS Accountability Chart Optimisation, in particular, created an energy shift in the room that carried through conversations long after the day ended.
That talk came from Anthony Rice, Co-Founder and CGO of PeoplePartners.
Anthony didn’t step onto the stage with a generic “future of work” presentation. Instead, he delivered a practical, almost confronting message to leaders who thought they had their EOS systems running smoothly:
“There’s a $2 million opportunity hiding in your Accountability Chart—and most EOS-run companies are blind to it.”
This was not a throwaway line. It was the start of a reality check that reframed how attendees saw their teams, their structures, and even their own leadership.
The Problem: Org Charts That Drain Profit
Anthony began by naming what many in the room had been feeling but hadn’t articulated. Labour, he said, is the biggest and most bloated expense in nearly every organisation. And yet, despite that expense, most businesses aren’t getting the return they should.
He painted a picture that hit uncomfortably close to home:
- • Overloaded leaders. Most Visionaries, Integrators, and department heads are carrying 10–15 responsibilities each. On paper, they’re “accountable,” but in practice, they’re stretched so thin that real accountability is impossible.
- • Expensive people doing cheap work. Senior staff are buried in admin tasks—chasing invoices, scheduling meetings, or formatting reports—that could be handled by someone else at a fraction of the cost.
- • Missing roles. Many Accountability Charts don’t include roles like Executive Assistants, Finance Coordinators, or Business Insights Analysts. These gaps force leaders to fill the void themselves, further eroding capacity.
- • Global talent ignored. While EOS-run companies are disciplined in their systems, many either don’t use offshore talent at all, or they use it poorly—treating it as transactional instead of integrating it into their chart.
Anthony’s words struck a chord. Leaders shifted in their seats. Heads nodded. Some smiled in recognition of their own situation. He was describing what they already knew: they were doing too much of the wrong work.
And then he said what everyone was thinking:
“You can have the best Rocks, the best L10s, the best Scorecards—but if your Accountability Chart is broken, you’re running with the handbrake on.”
Workforce Re-Engineering: The Smarter Alternative
Rather than telling companies to work harder, Anthony offered a smarter alternative: Workforce Re-Engineering.
This isn’t about cost-cutting for the sake of it. It’s about redesigning the Accountability Chart so it actually supports traction. It’s about making sure the right people are in the right seats, doing the right work without overloading them.
(See exactly how PeoplePartners builds scalable, embedded teams here).
Step 1: Re-Engineer Roles
The first step is to strip roles down to their core tasks. Using PeoplePartners’ frameworks, businesses can see which tasks belong at which value level:
- • $6–50/hour → offshore support roles
- • $100–500/hour → onshore leadership and strategy
For many attendees, this was the first time they considered their roles in terms of value zones. Why pay a $120K manager to do tasks that could be handled by a $30K coordinator?
(If you’re wondering what roles make sense to offshore, check out this breakdown of what to outsource and what not).
Step 2: Recruit the Right People
Anthony stressed that offshore talent isn’t about cheap labour. It’s about finding people who:
- • Fit your Core Values
- • Truly GWC their roles (Get it. Want it. Capable)
- • Integrate into your team as if they were sitting next to you
This approach avoids the pitfalls of seat-leasing or generic outsourcing. Instead, businesses build global teams that are theirs, fully embedded in their EOS structure.
(For examples of roles that deliver high value when offshored, see Offshore Roles That Enhance Efficiency and Cost).
Step 3: Employ Without Risk
Finally, PeoplePartners handles the backend: payroll, compliance, and support. Leaders keep control of culture and performance. Offshore staff work exclusively for the company, not across multiple clients.
Anthony summed it up:
“You’re not outsourcing your leadership. You’re outsourcing the drag. And that’s how you unlock traction.”
(Read why businesses trust us with the full employment experience in this safer offshoring guide).
The $2 Million Opportunity
The phrase that stuck with everyone was the $2 million opportunity. Anthony explained that in many EOS-run companies, the inefficiency baked into the Accountability Chart equates to millions in lost productivity or unnecessary cost.
Here’s why:
- • A Visionary making $250K a year might spend 30% of their time on admin. That’s $75K of wasted leadership capacity.
- • An Integrator juggling 15 responsibilities can’t give proper focus to any of them, creating bottlenecks that slow execution across the entire company.
- • Gaps in the chart—roles that “don’t exist” but are desperately needed—force overqualified people to pick up slack, burning out leaders and wasting resources.
Add it all up, and the hidden cost often tops $2 million per company.
Anthony’s point was clear: you don’t need more people. You need the right people, in the right seats, doing the right work.
From Bloat to Clarity
Anthony then described what happens when a business embraces Workforce Re-Engineering:
- • Leaders carry 7–12 focused responsibilities instead of 15+.
- • Support roles like EAs, Finance Coordinators, and Schedulers create breathing room for executives.
- • Offshore hires take on the repetitive, lower-value tasks, freeing leaders to focus on growth.
- • The entire organisation becomes leaner, faster, and more accountable.
The result is not just up to 70% savings on labour. The bigger win is traction. When leaders aren’t buried in admin, they can focus on Rocks, Vision, and execution, the areas that actually move the company forward.
How It Connects to EOS Tools
What made Anthony’s session especially impactful was how naturally it reinforced EOS principles.
- • Right People, Right Seats: Too often, businesses fill the chart with what they think they need, then squeeze people into overloaded roles. Anthony reframed RPRS as a design problem. If the chart isn’t structured properly, even great people can’t succeed.
- • Delegate & Elevate: Many leaders say they want to spend 80% of their time in their “sweet spot.” But without someone to delegate to, they stay stuck. Workforce Re-Engineering makes this tool actionable.
- • IDS (Identify, Discuss, Solve): How many issues on an L10 agenda exist because someone doesn’t have the right support? Anthony argued that a better chart eliminates half those issues before they ever hit the table.
His message was clear: EOS gives you the tools, but only a well-designed chart makes those tools work as intended.
Why This Matters After EOS Melbourne 2025
Anthony’s talk lingered long after he left the stage because it addressed a universal pain point: leaders doing too much of the wrong work.
For EOS-run companies, the implications are huge:
- Your chart is either your engine or your bottleneck. If it’s overloaded, everything else drags.
- Global talent is no longer optional. Companies that avoid it are bleeding money and burning out leaders.
- Clarity creates speed. The clearer the roles, the faster the traction.
For many, this was the missing link in their EOS journey.
Ready to Unlock Your $2 Million?
Anthony ended with a challenge: look at your Accountability Chart this week and ask:
- • Who is overloaded?
- • What tasks are being done at the wrong cost level?
- • What roles are missing that would free leaders to lead?
The answers could reveal millions in hidden opportunity.
👉 Contact us to explore where your chart is costing you and how to fix it.