Mandated Engineering double delivery pace in 6 months

Situation

Directed Justin Haynes and Nathan Blackham to double their teams' delivery pace within 6 months. Method: hire new talent to build a team capable of that pace; some current members may not be a fit. In-person planning session in San Jose on Feb 25 with Justin, Nathan, Max, Peter.

Reasoning

Product and Engineering are the primary bottlenecks preventing the company's required acceleration. Current product suite (RLC Plus/Pro, self-serve) must ship and generate market data before H2 planning in April — speed is existential. This is a concrete operationalization of the earlier step-change philosophy (parent decision: redefine wins to only celebrate step-function improvements). Willing to invest in new hires rather than just squeeze existing people. Personnel changes are on the table for those who can't match the pace. Brady's paternity leave (Mar 17) creates urgency to tee up product initiatives. User confirmed this is a child of the past decision around step-change engineering performance.

Additional Context

Child decision of bd0c5ce3-fda8-4b1e-a796-e4a6725c27ee (Redefine wins to only celebrate step-function improvements). The broader context: company needs to ship current product suite, gather market data, then plan H2. Engineering velocity is the bottleneck. Justin and Nathan are the two leaders who own delivery. Peter personally drove to San Jose for the planning session.

Observed Evidence

Fathom Brian/Brady sync: 'Peter directed Justin and Nathan to double their team's delivery pace in 6 months. Method: Build a new team capable of this pace; some current members may not be a fit. Justin and Nathan will meet with Peter tomorrow in San Jose to plan this.' Calendar confirms Linux Leadership Sync Feb 25 10am-5pm in San Jose with Nathan, Max, Justin, Peter. MPDM confirms logistics coordination.

Matching Patterns

Confidence Breakdown

Reasoning Depth Analysis