Gregory Kurtzer
May 5, 2026 - Jul 6, 2026
4
Decisions
0
Active Todos
8
Patterns
Categories
Decisions (4)
Sensitive Decision
Set kernel-independence north star; justify RESF-CIQ pipeline convergence investment as the path to it
In the C-Suite Sync, after conceding to Bjorn that CIQ must keep racing Red Hat on critical CVEs today (customer parity is a non-negotiable sales requirement for Citadel, Rakuten, Veeam), Peter named an explicit north star: a future where CIQ is far less tightly bound to the Red Hat kernel via an opinionated, upstream-first posture. He validated with Greg and Bjorn that this is a real future option, then framed the present-day decision as investing now in the RESF and CIQ pipeline and tooling convergence as the infrastructure that makes the north star reachable later. He was explicit that this changes nothing for customers today.
Peter delivers Reno QBR C-suite intro Thursday — covering Bjorn late arrival
Peter will deliver the C-suite intro at Reno QBR Thursday morning, since Bjorn arrives Thursday afternoon. Peter arrives 8:45 AM Thursday. Greg travels to Houston with Adam for a 1 PM Thursday sales meeting.
Three-tier board hierarchy formalized — Strategic EPICs / Value Drivers / Tactical Jira
Aligned with Bjorn on a 3-tier hierarchy: Strategic Board (EPICs requiring CEO-level prioritization), Value Drivers Board (GTM stories), and Tactical Boards (Jira execution). The current PPL board converts to the Strategic Board. Top ~50 only; anything below is wasted prioritization that will need redoing by the time it is worked on. Greg agreed to disagree-and-commit once Peter+Bjorn document the rules and walk him through.
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.
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.
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.
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.
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.