When I saw that phrase in someone's testimony, I underlined it. I couldn't agree more. If you create something that is large, you've already given a management to-do list that may run into the actual task at hand. I think the lighter you can make it.... I guess it can't get too much lighter than two people, which is where we are, although for a long time it was one person, so that's a bit lighter.
I think the most important thing is to define the tasks and who and how many people you need to get that done. We all know that when you create a new organization you can go for broke with things that ideally one might think you would want or could use, but this is a unique business. I would argue that it's very important to define what you really need and what you need to do. There are debate variables that are out there; they're defined. It's the number of debates and the length of them: what do they look like and how do you get to where you need to be in terms of both sponsorship and production of those tasks?
Again, as I said, a lot of thought went into the commission. By the time I was hired, there had been two full years of work given to this. If we can share that in a way that helps inform your deliberations, I'd be delighted, but I think being light and agile is critical.