During the 2026 strategy session, Mark Hope articulated a deliberate restructuring of how roles and responsibilities are distributed across the Asymmetric team. The core driver: Mark had been spending the majority of his day on execution-level tasks (HubSpot configuration, Salesforce work, email signatures, website edits), leaving no capacity for business development or strategy. With the company in a revenue squeeze after losing several clients, this needed to change immediately.
The restructuring is not a formal org chart change so much as a clarified frame for each role — defining a floor below which no one should operate, and a center-of-frame focus that each person should protect.
Mark's role is explicitly narrowed to two functions:
"My role needs to be two things: business development and strategy. And that's it. If you want something else, call somebody else."
Any task outside these two domains — CRM configuration, ad campaign setup, email signatures, website edits — is below Mark's floor and should be delegated immediately. The expectation is: Mark teaches a task once, then never does it again.
Implication for the team: Account managers and delivery staff should not route execution tasks to Mark. They should identify who owns the task and route it there directly.
Account managers (explicitly Melissa Cusumano and Karly Oykhman in context) are described as Mark's internal customers. Their responsibilities:
"You work with me to define the strategy, then you work with the rest of the team to deliver what's needed to achieve the strategy. In my mind, you're the most important people in the company."
Account managers should be fluent enough in performance data to run their own analysis (e.g., using ChatGPT to analyze Google Ads exports) rather than depending on specialists for every insight. See [1] for the workflow Mark demonstrated.
Gilbert has been elevated to lead all performance marketing, defined as any paid advertising:
Anup reports to Gilbert. Additional reports are anticipated.
Client-facing posture: Gilbert is generally not client-facing. His role is to brief account managers before calls and provide analysis they can present. If a technical issue requires his direct presence on a call, that is acceptable, but the default is for account managers to own the client conversation.
"I prefer that you manage the client-facing stuff and that you can ask him — hey, I'm getting ready to have a call with Adavacare — and he briefs you."
Account managers should include Gilbert on any call where paid advertising performance is a substantive topic.
Isalia's focus area is internal operations infrastructure:
"We've got to get our SOPs in place, we've got to get our ClickUp working the way we wanted to, we've got to get our databases working. We need to quit looking for stuff."
This work is framed as a stabilization priority for Q4 before the 2026 growth push begins.
Chris's defined focus:
"The things that we've got Chris focusing on are automations, which are valuable, and CRMs."
Ben is identified as a capable team member who is not being fully utilized — not due to lack of effort, but lack of clear focus and assignment.
"I think we're getting a fraction of what we should be getting out of Ben right now. It's not because of lack of effort. It's just because we haven't fully focused him."
Mark introduced a mental model for role discipline called the frame:
The goal is to raise everyone's floor over time. Junior staff, interns, or offshore resources (e.g., Mylene, Raphael) should absorb tasks that fall below the floor of senior team members.
Example: An email signature request is below Mark's floor, below account managers' floors, and should go directly to a junior resource.