"I think as we grow there will be a need to put a more formal hierarchy in place, especially as, over the next few years we want to service more niche markets that commercial airlines don't or can't. There are different structures and operating environments for every business, and we realize that you have to be more structured and rigid with a larger organization," Gregg says.
The lack of a CEO isn't a problem for either Solodev or for Air Unlimited, but it may not work for every organization, says Steve Elliott, CEO of scaled agile management platform AgileCraft.
"I'm all in favor of a 'flat organization,' but the question is how this structure will pan out long-term. If you're doing everything by consensus, there will come a point where you're just too big and nothing will get done. At some point, someone's going to have to step in and say, 'the buck stops here,' if people can't agree. I do think it could work, but if you don't have that final say contingency, it has the potential to be a catastrophe," he says.
Both Gregg and Moore acknowledge that their situations are unique, and that if the situation arises, a CEO could be a welcome addition to their respective teams. But for now, it seems, saying 'no' to a CEO seems to be paying off.
Sign up for CIO Asia eNewsletters.