Startups thrive on energy, grit, and the ability to “figure it out as you go.” But that approach only works for so long. For First Principles & Concepts (FP&C), a Service-Disabled Veteran-Owned Small Business working at the intersection of government and industry, the tipping point came at around 25 employees. Remote work, federal contracts, and rapid growth created both opportunity and strain, and made it clear the company needed a more intentional way to grow. That’s when FP&C turned to the Entrepreneurial Operating System (EOS), a framework designed to help leaders bring clarity, accountability, and focus to fast-growing organizations.

We sat down with Karen Upton, Chief of Operations & People Strategy at FP&C, to discuss why the company chose to implement EOS, how it helped align people and processes, and what advice she has for other leaders designing for scale.

Q&A with Karen Upton, Chief of Operations & People Strategy, FP&C

• Question: What were some of the early signs at FP&C that it was time to rethink our operating model?

Answer: We started to feel the growing pains. At around 25 employees, all working remotely, we had incredible talent but not always the structure to match. People were wearing multiple hats, decisions sometimes got lost in the shuffle, and it wasn’t always clear who owned what. That worked when we were small, but as we grew, it became evident we needed more clarity and consistency to keep moving forward.

• Question: Why did you choose EOS as the framework for FP&C? What pain points were you solving?

Answer: For us, EOS just made sense. We were at that stage where the vision was clear, but the day-to-day felt a little scattered. Roles overlapped, decisions sometimes stalled, and priorities weren’t always obvious. EOS gave us a straightforward way to bring order without adding bureaucracy. It helped us clarify who owns what, focus on the most important work, and break our CEO’s big ideas into practical, actionable steps.

At its core, EOS is a simple set of tools that helps you run a business more clearly, ensuring everyone knows the vision, who’s accountable for what, how to measure progress, and how to solve issues as they arise. That clarity was exactly what FP&C needed at this stage of growth. In short, it gave us a common language for running the business, one that everyone could get behind.

• Question: How has EOS clarified roles, responsibilities, and decision-making?

Answer: The Accountability Chart was a game-changer. Suddenly, it was clear who owned each function, so people weren’t stepping on each other’s toes or guessing at responsibilities. EOS also introduced us to things like “Rocks,” which are basically 90-day priorities that keep everyone focused, and the “Scorecard,” a weekly dashboard of numbers that shows if we’re on track. Those tools sound simple, but they’ve been powerful for giving people focus and visibility. Decision-making also became more straightforward; we raise issues in our Level 10 meetings, talk them through, and leave with a decision. That rhythm replaced a lot of side conversations and made the whole process more transparent.

• Question: How do you balance structure and flexibility, especially in a fast-growing or evolving business?

Answer: EOS gave us just enough structure to create consistency, but not so much that we lost agility. Take our meetings, for example. We established a clear cadence and agenda, so everyone knew what to expect; however, we also adapted the order and timing to fit our culture. Once that rhythm was in place, layering in Rocks and Scorecards didn’t feel disruptive; they’re intentionally designed to be easy to use and repeatable, which made the transition feel natural. That balance has kept us structured without feeling rigid.

• Question: Organizational change is often met with resistance. How do you approach leading change, both structurally and culturally?

Answer: Communication has been everything. From the start, we explained why we were moving to EOS and made sure people felt part of the process. When challenges came up, we had open conversations instead of letting things fester. That transparency built trust. Change is rarely easy, but when employees understand the “why” and have a voice, they’re much more willing to come along.

• Question: What values or rituals have you found essential to preserving company culture through rapid growth?

Answer: Listening is huge for us. After every Company Connect, we survey the team and then actually act on the feedback. That shows we’re not just asking, we care enough to adjust. We’ve also built rituals that reinforce our values: things like the quarterly swag store, our Core Values Champion award, and regular 1:1s that managers are accountable for. Those small, consistent touchpoints make our values real, not just words on a wall.

• Question: What practical steps would you recommend to other leaders designing for scale?

Answer: First, get your leadership team aligned. If the top team isn’t on the same page, no framework will stick. Second, commit to the process and give it time to work. EOS is top-down, and leaders have to model the behavior. And third, don’t be afraid to ask for help. For some companies, bringing in an outside implementer is the right move. For us, self-implementation worked because we had alignment and someone to champion it.

• Question: As FP&C continues to scale, what’s next in terms of evolving our organizational design or operating model?

Answer: I feel fortunate we started EOS early, while we were still relatively small. It means that the habits we’re building now (accountability, meeting rhythms, and shared priorities) will scale with us. As we grow, my goal is to ensure that new employees step into that rhythm right away, making it feel natural. Over time, EOS won’t just be a framework we use; it will be part of how we do business.

• Question: Why has EOS been so valuable at this stage of FP&C’s growth?

Answer: EOS gave FP&C structure without stifling culture. By clarifying roles, setting rhythms, and reinforcing values, the company created a scalable foundation for growth. The system works because it’s simple, repeatable, and people-first, ensuring FP&C can continue to grow with intention while keeping culture at the center.

Scaling doesn’t have to mean sacrificing culture. Let’s talk about how FP&C helps leaders create operating models that balance growth with intention.