Nathan job redefined - build a team, not deliver outputs

Situation

Nathan deliverable is a team that can adapt and learn, not technical outputs. Focus shifts from figure out how to deliver X with current team to build a team that can deliver what CIQ needs. This is fundamentally different from traditional engineering management.

Reasoning

The tools and pace of technology are changing so rapidly that optimizing for output with current team is the wrong goal. Need a team that can adapt to different tools every few months. Building the right team ensures sustained capability; focusing on outputs with wrong team leads to failure.

Additional Context

Part of leadership offsite discussion about expectations and success criteria. Peter providing air cover for making hard people decisions. Six month timeline to have the right team in place.

Observed Evidence

Peter: "If I were to express your job in one sentence, it would be build the team... Your deliverable to me is a team, not an output" and "I am confident that some of what that means is some people that are currently on your team arent there. And Ill get you the air cover."

Confidence Breakdown

Reasoning Depth Analysis