Jonathan Maple
Jan 23, 2026 - Jul 6, 2026
3
Decisions
0
Active Todos
5
Patterns
Categories
Decisions (3)
Gate Rakuten 8.6 / RT-kernel support work on a signed 1.6 to 1.8M expansion that funds dedicated headcount
Decided that the risky, currently unsupportable Rakuten 8.6 / RT-kernel support work will either not be done at all or only be delivered tied to a signed contract expansion in the 1.6 to 1.8M range that funds dedicated Rakuten headcount on CIQ side. The bar is enough to cover roughly two dedicated engineers, not an arbitrary large number. Peter forwarded the engineering teams infrastructure objections to Bjorn to arm the customer conversation.
Accepted CLK 6.18 delay to March 31
Approved Jonathan Maple's request to slip CLK 6.18 from March 27 to March 31, due to kernel source-git conversion process. Positively reinforced Maple's proactive escalation.
Considering transition period policy for departures
Agreed to consider a policy change where departing staff could be offered a choice: immediate exit or a paid transition period (e.g., 2 weeks) for a clean handoff. This came from Maple feedback about Trinity terminations creating project handoff gaps.
Related Patterns (5)
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.
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.