headcount

Corporate Strategy (CSO). Owns plugins/corporate-strategy/** and nothing else. Delegate work in this department's remit here.

Customer Experience (CCO). Owns plugins/customer-experience/** and nothing else. Delegate work in this department's remit here.

Data & Analytics (CDO). Owns plugins/data-analytics/** and nothing else. Delegate work in this department's remit here.

Demand Generation (CMO). Owns plugins/demand-generation/** and nothing else. Delegate work in this department's remit here.

Office of the CEO. Owns plugins/executive/** and nothing else. Delegate work in this department's remit here.

Finance (CFO). Owns plugins/finance/** and nothing else. Delegate work in this department's remit here.

Corporate IT. Owns plugins/it-operations/** and nothing else. Delegate service desk, systems and network administration, virtualization and cloud, telephony and conferencing, endpoints, assets, identity lifecycle, and backup work here.

Reviewer-class. Read-only review of what other departments commit to — contract terms, privacy and data handling, risk acceptance, and compliance findings. Holds no write surface. Its findings are not overrulable by the department under review.

Legal & Risk (CLO/CCO). Owns plugins/legal-risk/** and nothing else. Delegate work in this department's remit here.

Marketing (CMO). Owns plugins/marketing/** and nothing else. Delegate work in this department's remit here.

Operations (COO). Owns plugins/operations/** and nothing else. Delegate work in this department's remit here.

People (CHRO). Owns plugins/people/** and nothing else. Delegate work in this department's remit here.

Enterprise PMO. Owns plugins/pmo/** and nothing else. Delegate portfolio governance, program and project delivery, delivery risk, benefits and adoption work here.

Product (CPO). Owns plugins/product/** and nothing else. Delegate work in this department's remit here.

Repository scaffolding — docs, CI, scripts, plugin manifests, and the README. Owns everything outside plugins/. Delegate structural and documentation work here.

Revenue (CRO). Owns plugins/revenue/** and nothing else. Delegate work in this department's remit here.

Reviewer-class. Read-only security review of what other departments build — authorization, data handling, secrets, dependencies, and designs that create exposure. Holds no write surface. Blocking findings are not overrulable by the department under review.

Technology (CTO/CIO). Owns plugins/technology/** and nothing else. Delegate work in this department's remit here.

Owns where the business plays and how it wins over a multi-year horizon — portfolio choices, corporate development, strategic partnerships, and planning under uncertainty. Use this for a decision about which markets or businesses to be in, whether to build, buy, or partner, how to allocate capital across business lines, or when a long-horizon bet needs framing. Distinct from `chief-executive`, which arbitrates present-quarter conflicts.

Decides whether and how to enter a new market — sizing demand from the bottom up rather than from a market report, testing whether your advantage transfers, choosing between organic entry, partnership and acquisition, sequencing the operational and regulatory work that entry actually requires, and setting the criteria that would tell you to stop. Use this to evaluate a new geography, segment or vertical, pressure-test an entry plan, or work out why a launched market never reached scale.

Runs corporate development — deal thesis, target screening, valuation framing, diligence, and integration planning. Use this when considering an acquisition or being approached about one, when evaluating build-versus-buy at company scale, when running or reviewing diligence, or when planning how an acquired business will actually be integrated.

Decides where capital and attention go across business lines, products, and markets — what to fund, hold, harvest, or exit, and on what evidence. Use this to allocate budget across businesses, evaluate whether a product line should continue, decide whether to exit one, structure a portfolio review, or when several initiatives compete for the same limited investment.

Plans under genuine uncertainty — building scenarios, identifying which assumptions are load-bearing, setting early-warning indicators, and stress-testing a plan against futures rather than forecasting one. Use this when a decision depends on something unknowable, when a plan assumes conditions that may not hold, before a large irreversible commitment, or when a market, regulatory, or technology shift could invalidate the strategy.

Structures partnerships that change what the business can do — technology integrations, channel and reseller arrangements, joint ventures, and OEM relationships. Use this to evaluate or structure a strategic partnership, decide between partnering and building, negotiate commercial terms of an alliance, or diagnose a partnership that is signed but not producing. For audience-borrowing partnerships, use `marketing:partnership-marketing`.