Dieter
Dec 24, 2025 - Apr 27, 2026
13
Decisions
0
Active Todos
8
Patterns
Decisions (13)
Manage Max situation — protect privacy, halt org outreach, decline his calendar
Peter is actively shielding Max Spevack from organizational pressure during a personal/private situation. Directed Sarah to access Max's calendar and decline all his meetings for the week, told Ryan to stand down ("No reaching out"), told Nathan to stand down ("worst thing Ryan can do is involve himself"), declined Mariah's offer to use Max's emergency contact ("let's give it a little more time"). Committed to talk with Max himself early this week.
Escalated Dieter/RASF urgency to Greg publicly — secured EOW commitment
Publicly escalated Dieters stress and lack of RESF authority in #distinguished-leaders (When are we actioning Dieter? Hes super stressed and feeling unsupported), forcing Greg to commit End of week is my target on finalizing the RASF.
Sensitive Decision
RESF Restructure - Confirmed Proceeding Despite Greg's Hesitation
Confirmed CIQ should proceed with the Dieter RESF restructure plan, overriding Greg's expressed concern that the restructure doc might disrupt RESF's current momentum under Leigh. Bjorn aligned with Peter. Greg deferred rather than blocking.
Empower Dieter as RESF Infrastructure Lead + Stock Grant
Peter decided to push Greg to give Dieter formal authority as RESF technical infrastructure lead, and approved a stock grant for Dieter with Bjorn's support to tie him more closely to CIQ.
Sensitive Decision
Committed to RESF day-of execution planning meeting next week
Committed in #internal-resf-escalation to organizing a meeting next week to build an execution plan for the RESF day-of lockdown. Directed Sarah to invite Nathan, Max, Justin, and Dieter. Bjorn is finishing messaging drafts this weekend, so technical execution planning must be ready to match the communication track.
Approve Jason Rodriguez performance exit path
Approved Nathan's plan to tell Jason Rodriguez he's 'not meeting expectations' and create an exit path. A 1-month exit plan is acceptable if Jason agrees. Performance gaps include missed deadlines (shim review for Rocky 9 late, Rocky 7 review pending) and unshippable code (large PR unlikely to pass review).
Project Shackleton - RESF contingency infrastructure
Build a parallel mirror of all RESF infrastructure in AWS (Git repos, Koji, vault/pub, Mattermost history) with goal of restoring Rocky Linux builds within two weeks if Lewis triggers his kill switch. Everything built with CDK and Ansible for repeatable deployment.
Accelerate Koji build system as RESF contingency
Emphasized urgency of having CIQ own build system mirroring RESF capabilities. Currently half of Nathan and Dieters time, targeting end of month. Requested visibility into milestones for board meeting prep.
Koji Build System Priority - RESF Risk Mitigation
Directed Nathan to prioritize Koji cluster standup with Dieter. Goal is to have independent build infrastructure in place so CIQ is not dependent on RESF. Asked for timeline if this became top priority, and indicated Dieter should reprioritize accordingly.
Leadership 1:1s with Maple, Dieter, Andrew
Decision to begin regular 1-on-1s with Maple, Dieter, and Andrew (when onboarded) to build trust and ensure unified messaging.
RESF Infrastructure Independence - Technical Execution
Directed Nathan to mirror all RESF repositories and initiated build environment duplication. Created #internal-resf-escalation channel with strict confidentiality rules. Keeping technical circle small (Nathan, Max, Justin, Dieter) while moving quickly.
Related Patterns (8)
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.
Lead by Example with New Tools
When championing new tools or processes, personally use them and share results rather than just advocating. Learning by doing and demonstrating value through example is more effective than mandates.
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.
Protect Engineering Focus Through Process
When faced with requests that would disrupt engineering focus (from sales, governance, product, or other stakeholders), establish processes that protect engineering ability to innovate while still satisfying legitimate concerns. Prefer systematic solutions over ad-hoc responses.
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.