Building Effective and Efficient SG&A Leadership Teams

> In our effort to develop a most efficient and effective Selling, General and Administrative Expenses (SG&A) functions for a mid-size organization, we are contemplating the following questions: • What is the ideal size of a leadership team (magic number) to foster dialog that leads to decisions without spending an abundance of time getting to consensus? • Is it optimal to have all heads of SG&A functions on the leadership team or is there a sub-leadership structure that is more effective? Examples in HR and Finance would be very helpful. • What are other ways you’ve designed leadership roles to maximize effectiveness particularly as it comes to creating a highly unified team and quick decision making?