From August 2009 to August 2011, I was the "Founder and Director of Robogals Global".  Before that, my title was "Founder", and we hadn't created "Robogals Global" yet, so I was just the "Founder of Robogals".

In September 2010, our first "Australia and New Zealand Director" of Robogals took her post and subsequently in February 2011, our first "United Kingdom and European Director" took her post.

The rest of my Global team had the title Secretary, or X Manager.  I didn't think too much about the titles.  As long as people were doing their roles, doing a good job and we were achieving results, then I was confident they were content with their roles.

My "Organisational Development Manager" managed the IT Manager, Science Challenge Manager, the Secretary, the SINE Event Managers (for Australia, UK and the USA), was in charge of documenting all our processes and did off jobs here and there to make sure the organisation ran smoothly.

Organisational Development Manager is a pretty cool title, because whenever I look at it, I think the person either (a) is a glorified sales manager, or (b) has a really awesome job because they get to assess the company and suggest improvements.

In August 2011, my organisational development manager approach me and said he wanted a different title to better reflect all the work he does, and so we came up with the title "Operations Director" for him, and "Executive Director" for me.

Since then, there has been an added level of ownership towards Robogals in his enthusiasm and commitment.

I think the lesson to learn from that is that the little things like someone's official title within an organisation matter and have more of an impact than you think.