E1B2 the Podcast with Anthony Vaughan

In this two-part solo session, I walk back a premature critique and double down on a deeper conversation that matters: how we define, deploy, and sometimes misunderstand the Chief Operating Officer role.Part one is a public apology—directed to Claire Hughes Johnson, one of the most insightful operational minds in the game. After misinterpreting her remarks on COO hiring and org design, I did what too few leaders do: I listened, re-evaluated, and took ownership. Turns out, Claire and I are more aligned than not. Her “test before you title” framework is brilliant, and her emphasis on minimizing a bad COO’s “blast radius” should be required reading for every founder.Part two? It’s personal. A reflection on the stages of organizational growth, the blurred lines of responsibility, and why I believe the COO role should not be erased—but reimagined. I talk fractional leadership, capability mapping, internal talent development, and the nuanced difference between removing a role versus redesigning it. And I replant my