The coordinator is the agent that makes a hierarchical org work: it plans the task, delegates pieces to specialist agents, collects their output, and integrates it into one result. It's the difference between a team and a crowd. Crucially, once you have a coordinator, you stop managing the specialists — you manage the coordinator.
That's the leverage and the risk. The leverage: you give one instruction to one agent instead of juggling five. The risk: a bad coordinator hides bad specialist work inside a confident summary, so you have to hold the coordinator to the same evidence standard you'd hold any single agent — make it show what each specialist actually produced, not just its own gloss.
Run the seed: write the coordinator's instruction for a small org — how it should plan, what it delegates, and what it must show you about the specialists' work rather than just summarizing.