Kelly Wall
Jan 12, 2026 - May 21, 2026
4
Decisions
0
Active Todos
2
Patterns
Categories
Decisions (4)
Rippling Asset Mgmt — time over cost; pay full $18k for end-of-June over $15k for December
The Rippling Asset Management integration project was de-scoped to ~$15k from ~$18k. Peter decided the full-scope original at $18k is acceptable IF Rippling can deliver by end of June. Steve will get the timeline from Kelly Wall to inform the final decision. Explicit framing: time over cost. The principle is conditional — if Rippling slips on the end-of-June timeline, the math changes and $15k-for-December may be the right call.
Moody Citibank card hard cutoff 6/15 — force-action via past-tense framing after 9 months of soft asks
After Kelly Wall described 9 months of soft asks to Steve Moody to switch from the personal-history Citibank card to the Ramp card (forcing manual finance journal entries every month), Peter directed Kelly to send Moody a notice that the card has been disabled and will stop working on June 15. CC Steve Wallace. Phrase it past-tense (has been disabled) plus future-fact (stops working 6/15) — not request language. Peter explicitly affirmed his prior gate (Kelly checks with him before shut-offs) while greenlighting this one because Kelly is giving a month notice — the notice IS the legitimacy gate.
ICP Consolidation - RLCH and RLCAI into Fuzzball
Consolidated RLCH (Rocky Linux Confidential Hardened) and RLCAI ICPs with Fuzzball ICPs to simplify GTM. RLCH targets regulated industries, government, power distribution. RLCAI targets AI-inferencing and compute-heavy industries. Rocky Pro kept separate for mid-market RHEL/SUSE/Oracle replacement motion.
H1 Planning Framework - 3-Lane Model
Introduced a new 3-lane planning model to address GTM and Engineering misalignment. Top Lane (GTM): marketing campaigns, messaging. Middle Lane (Value Drivers): the why - market state change, ICP, business significance. Bottom Lane (Engineering): deliverables driven by Value Drivers.
Related Patterns (2)
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.