At Series B, the company fails between departments, not inside them.

By Series B, most departments in a growing software company are individually competent. Sales closes, delivery ships, support responds, and finance reports. The failures happen between them: a handoff with no owner, a definition that differs by team, a board number that needs manual reconciliation before it can be discussed.

Local optimization is the trap.

Each department improves its own number while the company as a whole becomes harder to control. A forecast improves while delivery capacity is ungoverned. Retention improves while onboarding still has no shared finish line. Every team is right about a different company, and leadership becomes the routing layer for exceptions that have no designed path.

Board reconciliation is a symptom, not the problem.

When revenue, customer, product, delivery, finance, and people views were never required to reconcile before the executive meeting, leadership spends the meeting deciding which number is real before it can decide what the number requires. The meeting is not broken. The system that was supposed to produce one company view is missing.

Reconnecting means naming the shared system.

Reconnecting a Series B company means agreeing the population, timing, source of truth, and owner for each decision that matters, governing handoffs between departments, and defining decision authority so routine work does not escalate and exceptions do not stall. It does not mean another dashboard, another tool, or another layer of review.

Start with one cross-functional decision.

Pick one decision that currently requires reconciliation — a board number, a hiring plan, a renewal forecast — and trace it across departments. Where the definitions diverge, where the handoff has no owner, and where the exception has no path, that is the company to reconnect.