Dashboard

Your decision-making overview

Total Decisions

65

With Outcomes

85%

55 decisions

Average Rating

4.1

out of 5

Pending Review

10

decisions need outcomes

Decisions by Category

19

operational

Avg: 3.9/5

22

people

Avg: 4.4/5

18

strategy

Avg: 4.1/5

6

technical

Avg: 4.0/5

Recent Reflections

Tuesday, January 13

Three decisions captured: (1) Work intake process - work must flow through managers, not directly to engineers; EMs to attend CECA board. (2) Increased visibility commitment - bi-weekly Slack updates, more 1-on-1s, public positive feedback, weekly focus summaries, SF meeting with Nathan/Justin/Max. (3) Koji/RESF infrastructure urgency - accelerating independent build system as contingency, end of month target, board needs clear status.

3 decisions

Monday, January 12

Five decisions captured: (1) Max Spevack role expansion - formalized existing authority spanning LE and RAT, acting with Peters authority in meetings. (2) Termination messaging strategy - Trinity termination is about correcting losing posture not introducing fear; Nathan coached to align publicly. (3) Justin coaching on ambiguity tolerance and explicit pushback - addressing Amazon-trained risk aversion, plus requirement to either execute direction or openly debate it. (4) Koji build system priority - accelerating independent infrastructure due to RESF situation coming to a head. (5) Jason Lewis termination timeline - end of January after ISO certification work completes.

5 decisions

Sunday, January 11

Seven decisions captured: (1) Trinity Quirk and Chris Short terminations executed with transparent communication - organizational signaling about accountability. Chris Short termination was Ryans decision; Peter took public credit for organizational leverage. (2) Commitment to define Ownership more clearly after feedback about anxiety. (3) Investigating whether Justin followed direction on bounty distribution. (4) Google Scope Change - hold the line on commercial terms, Peter to lead Monday meeting with Tissa to prevent scope creep and protect Extended LTS revenue (~$300k/year). (5) H1 Planning Framework - introduced 3-lane model (GTM, Value Drivers, Engineering) to align teams. (6) ICP Consolidation - RLCH and RLCAI consolidated into Fuzzball ICPs to simplify GTM. (7) OSPO Restructure - moved under Customer Engineering, new leadership (Brian Clemons, Lee Hennig), new mandate to govern all open source and eliminate extinction event risks. Focused reflection on Fathom meetings from Jan 7-9 H1 Planning Onsite. Four new decisions captured: (1) H1 Planning Framework - pushed for 3-lane model focusing on ICPs, goals, and milestones. (2) Google Scope Change - decided to personally join Monday lunch with Tissa to hold line on commercial terms, protecting ~$300K Extended LTS revenue. (3) Partner/User Management Tech Debt - explicitly accepted architectural debt from separate user systems for execution speed. (4) Marketing ICP Validation - pushed for data-driven validation of ICPs rather than just executing room decisions.

11 decisions

Tuesday, January 6

Four decisions captured: (1) Friday Layoff List Finalized - Eli, Derek, Chris Short, Craig, Trinity for Jan 9; Trinity processed as layoff not performance to avoid backfill restriction; Jason deferred for ISO cert. (2) Ali Contract Termination Executed - follow-through on Dec 31 warning after missed meetings. (3) Leadership 1:1s with Maple, Dieter, Andrew - direct relationship-building to address communication gaps between engineering and business. (4) CVE Automation Prioritized Over EUS Daily Numbers - willing to push EUS deadline to invest in automation infrastructure that compounds over time.

4 decisions

Friday, January 2

Two decisions captured: (1) Public acknowledgment of Jason Scott leadership transition in #department-heads - low importance but potentially valuable for building pattern around intentional public statements. (2) Commitment to present Engineering-to-GTM messaging framework next week - triggered by Fuzzball press release missing AI angle, identified as process gap not person problem. Two additional decisions: (3) NARF Performance Accountability - critical importance - Trinity termination execution planned for Monday with Ryan Smith consultation, sends organizational signal about CVE remediation urgency and tool adoption accountability. (4) Ali Contract Termination - medium importance - followed through on Dec 30 warning after Ali missed the Dec 31 progress review meeting entirely, demonstrating consistency in contractor accountability expectations.

4 decisions

Decisions Needing Outcome Updates

These decisions are over a week old without recorded outcomes. Use /outcome to record what happened.