Driving Discipline and Focus: An Integrator’s EOS Journey at Provident Insurance

In our last article, we shared the story of Provident Insurance through the eyes of CEO and Visionary Steve Owens, who spoke about the challenges of letting go and stepping fully into his Visionary role. 

But EOS doesn’t just transform the Visionary. It also empowers the Integrator, the person who takes that vision and makes it real. At Provident Insurance, that role belongs to Paul Natac, and his journey into the Integrator seat shows exactly how EOS creates traction. 

Haven’t read Steve’s story yet? Catch up here. 

Stepping Into the Integrator Seat 

While Steve’s story showed what it meant to let go as a Visionary, this is where the perspective shifts. For Paul Natac, stepping into the newly created role of Integrator was both a challenge and an opportunity, one that required building trust, earning credibility, and proving the value of disciplined execution. 

Before EOS: Productivity Without Alignment 

Paul describes Provident Insurance as a company that was full of activity but lacking sharp focus. 

“Before EOS, we had meetings that were less structured. We had too many in the leadership team. The duration of decision making needed improvement. We were a productive team, however we channelled our energy on several initiatives and spread ourselves thin without really knowing if our CEO agreed on our priorities 100%.” 

This is a common pattern in growing entrepreneurial companies. Without clear priorities and a unified decision-making framework, energy scatters. People work hard, sometimes too hard. But the results don’t compound. EOS calls this “working in the business” instead of “on the business.” 

By the time EOS arrived, Provident had reached a natural ceiling. They didn’t need more effort, they needed alignment. 

The Journey: Confrontation, Clarity & the Integrator Seat 

The early days of EOS were anything but comfortable. For Paul, the People Analyser™ and Right People, Right Seats exercise was a turning point. 

“The first sessions were quite confronting. We openly talked about each person’s ability in GWC. We drew specific examples of non-performance, but equally brought out the good performers in our business.” 

These conversations cut to the heart of leadership, not just titles or tenure, but whether someone genuinely Gets it, Wants it, and has the Capacity to do it. It meant some roles shifted down a level, reducing the size of the leadership team. Instead of chaos, the result was relief and acceptance. People could finally see where they fit best. For Paul, it also brought a new challenge: the emergence of the Integrator role. 

“When the Integrator role was introduced, Michelle and I both had interest. Ultimately, I stepped in. To this day I appreciate the role and the challenges and opportunities it gives me.” 

Stepping into that seat wasn’t just about taking on a job. It was about building trust with the Visionary. 

“Steve initially found it hard to let go. My job was to show him I may not do tasks exactly like him, but I would do them with EPIC values at the centre. I had to show alignment, loyalty, and accuracy in delivery. Even when we had conflicting views, once a decision was made, I had to deliver it and enforce it.” 

That’s the essence of the Integrator role: balancing healthy tension with unwavering unity once decisions are made. 

The Impact: Alignment, Succession & Real Traction 

As the Integrator role took shape, the results spoke for themselves. 

• Meetings became sharper: The leadership team stopped meandering and started finishing on time. Key issues were tackled instead of endlessly discussed. 
• Energy was channelled: Initiatives were prioritised, not multiplied. The business shifted from spreading itself thin to moving forward in unison. 
• Succession plans emerged: By delegating more to managers one level down, Provident created development opportunities and a stronger bench of leaders. 
• The V/I relationship deepened: Paul and Steve found their rhythm. Paul notes that their Visionary/Integrator pairing is “one of the best in APAC,” a testament to both alignment and trust. 

Paul reflects: 

“EOS has been the vehicle that allows my fellow leadership team to recognise that I am everywhere. I am the Integrator. I am an extension of the CEO | Visionary. It enabled me to get proactive on major works, ensure good planning and accountability, but also step in when something or someone fell out of line with scorecards or GWC.” 

In other words: EOS didn’t just give Paul a title. It gave the organisation clarity around his authority, and the confidence to let him lead. 

Learning the Role: Coaching & Growth 

No Integrator steps into the role fully formed. Paul acknowledges the steep learning curve,  and the value of coaching. 

“Early in our journey I needed some personal Integrator coaching from Debra. Steve was still adjusting to letting go. I recognised it wasn’t about capability, it was about trust. I needed to earn that trust.” 

Through EOS tools like the Accountability Chart, Rocks, and Level 10 Meetings, Paul built both credibility and consistency. Tools like the Strety app helped keep the team accountable, while EOS resources such as Traction provided inspiration and reinforcement. 

It wasn’t just about enforcing rules. It was about creating a culture where tough conversations were normal, straight talk was respected, and accountability was the standard. 

Looking Ahead: Building on the Foundation 

Paul sees the current state of Provident as just the beginning. 

“For me, this is only the beginning. I feel the next two years we will really get unleashed and show our potential. I look forward to continuing to improve my relationship and working style with our Visionary, and also deliver what I am accountable for while being a model for GWC.” 

The Integrator role is about creating the conditions for the Visionary’s ideas to become reality. With EOS as the framework, Paul is confident the next chapter will bring even greater growth, clarity, and traction. 

Where We Can Help 

Provident Insurance’s story shows the real-world impact of EOS, and how crucial it is to have both Visionary and Integrator working in sync. Many leadership teams struggle with this balance. 

That’s where Integrated Executives comes in. We support entrepreneurial companies by providing: 

• Fractional Integrators – Senior leaders who step in part-time to bring structure, accountability, and traction. 
• Fractional Executives – Specialists in operations, finance, HR, and more, without the cost of full-time hires. 
• EOS Alignment & Support – Ensuring your Accountability Chart, Rocks, Scorecard, and Level 10 Meetings are set up and working as intended. 
• Hands-on Experience – We’ve run businesses ourselves. We don’t just advise, we roll up our sleeves and help you execute. 

If your business is running on EOS but not yet feeling that sense of real traction, or if you’re just starting your EOS journey and want the right leadership support in place, reach out to us at Integrated Executives. Let’s explore how we can help your business achieve clarity, accountability & growth.