Thomas
Jan 30, 2026 - Apr 29, 2026
3
Decisions
0
Active Todos
6
Patterns
Categories
Decisions (3)
Send IAG/Sam an operational due-diligence note on Raven Resonance (Thomas Suarez)
After spending an hour with Thomas Suarez at Raven Resonances office during IAG Summit Apr 28, Peter wrote and sent Sam at IAG a structured operational assessment covering supplier pipeline, BOM, roadmap, manufacturing risk (including possibility of Raven-owned China manufacturing), photonics dependency, test facilities, hiring/culture, financials, capital plan. Conclusion: Theres a real company here. Forwarded the same note to Thomas for transparency.
Sensitive Decision
Directed output-based management approach for underperforming engineers
Directed Chris Wolford to shift from activity-based to output-based management for engineers Kyle, Thomas, and Cole. Set ambitious goals (2x output), measure only results, give underperformers a short window (2 weeks) to meet targets, and replace them if they miss. Guaranteed headcount back for every open chair for the next 6 months.
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.