The Second in Command by Cameron Herold Summary

The Second in Command explores how CEOs can leverage a Chief Operating Officer (COO) to scale their businesses effectively. Cameron Herold argues that a strong CEO-COO partnership creates a "yin-yang dynamic," where the COO complements the CEO’s strengths, manages day-to-day operations, and acts as a "booster rocket" for growth. The book provides frameworks for hiring, onboarding, and collaborating with a COO to maximize organizational impact.

This book is ideal for CEOs aiming to scale their businesses, aspiring COOs seeking strategic insights, and mid-sized company leaders struggling with operational inefficiencies. Entrepreneurs who feel overwhelmed by tactical demands will learn how delegating to a COO unlocks time for high-level vision.

Yes—Herold’s actionable advice stems from his experience growing three companies to $100M+ revenue as a COO. The book offers practical systems for building leadership teams, avoiding common partnership pitfalls, and accelerating growth through delegation.

• Yin-yang CEO-COO dynamic: COOs fill skill gaps and manage operations.
• Booster rocket metaphor: COOs propel companies to new growth stages, then make way for successors.
• V-TO process: Aligning Vision, Traction, and Organizational structure ensures seamless collaboration.

Herold redefines the COO as a strategic second-in-command, not just an operations manager. They handle areas where the CEO lacks expertise, execute the company vision, and stabilize internal processes.

Herold compares COOs to rocket boosters that lift companies to new altitudes. Once their unique skills are no longer needed for the next phase, they “burn out,” allowing CEOs to recruit new COOs for future growth stages.

• Identify gaps in your skillset or operational weaknesses.
• Prioritize candidates whose strengths offset your blind spots.
• Use structured onboarding to align on vision and responsibilities.

The V-TO (Vision-Traction-Organizer) framework helps CEOs and COOs clarify long-term goals, break them into 90-day priorities, and design team structures to execute them. This reduces friction in leadership partnerships.

While Double Double focuses on doubling revenue through growth strategies, The Second in Command emphasizes leadership team-building. Together, they provide a blueprint for scaling both revenue and operational capacity.

Some argue the book’s COO-centric approach is more viable for established companies than startups. Others note that finding a “perfect puzzle piece” COO can be challenging for niche industries.

As remote work and AI reshape business, the book’s emphasis on adaptable leadership structures helps CEOs navigate rapid change. Herold’s strategies for delegating tactical work remain critical for scaling post-pandemic.

Yes—Herold’s frameworks for clarifying roles and improving CEO-COO communication apply directly to distributed teams. The COO’s operational focus ensures consistency across remote workflows.