Cedric
Jan 23, 2026 - Apr 11, 2026
4
Decisions
0
Active Todos
6
Patterns
Decisions (4)
Shaped Interview Panel with Veto Condition for Performance Engineering Hire
When Greg wanted to add Cedric to the interview panel and reduce from 5 to 4 interviewers, agreed Bjorn could be dropped but set a condition: a NO from Max or Peter must count as a veto.
Set Lab-to-Production Boundary — Nothing Ships Without Engineering Productization
Established with Bjorn that nothing from Greg's Innovation Group/Lab (Cedric) goes directly to production. Everything must pass through Engineering for productization, validation, and integration with build/signing pipelines. CIQ does nothing with RLC-Performant until the lab produces something viable.
AI-First PR Process - Tests Over Human Review
Decided that PR process should evolve to prioritize automated test suites over human code review for AI-generated code. If a comprehensive test suite passes, the code is considered production-ready regardless of its origin.
Approved Greg-Cedric engagement starting Monday
Approved Greg beginning conversations with Cedric on Monday to provide context on upcoming PIC work. Cedric will continue participating in epic scoping sessions to stay connected to the tactical work.
Related Patterns (6)
Executive Sponsorship for Strategic Partnerships
Strategic cross-company initiatives and major client partnerships require executive-level accountability to move at the right pace and ensure proper prioritization.
Small Circle for Sensitive Operations
When executing sensitive strategic operations, keep the circle of informed people as small as possible to prevent leaks that could accelerate hostile action or undermine the initiative.
Protect Engineering Capacity
When external demands threaten to overload engineering capacity, protect capacity by either requiring the demand to come with additional resources, or forcing hard prioritization choices upstream.
Proactive Talent Pipeline Investment
Invest in building leadership bench and talent relationships before there is an urgent need. Use proven relationships from past experience to create optionality.
Accountability Follow-Through
When you issue a warning or mandate with stated consequences, you follow through. Warnings are not threats - they are commitments. The credibility of future accountability depends on following through now.
Three-Lever Talent Management
When pursuing a velocity or performance mandate, simultaneously operate on all three talent levers — upgrade (hire better), retain (protect key people), and exit (remove blockers) — rather than sequentially. This creates compounding momentum: exits free capacity for upgrades, retention preserves institutional knowledge during transitions, and upgrades raise the performance bar that justifies further exits.