naive-framework 0.0.0-stage → 0.2.0

package/governance/venture-template/roles/coo.md

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+---
+type: venture-template-role
+ai-model: claude
+role: coo
+primary-pillar: business
+secondary-pillars: [product, brand]
+source: hybrid
+created: 2026-05-14
+last-reviewed: 2026-05-14
+authorship: hybrid
+authors: [the author, Claude]
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, coo, executive, business-pillar-lead, 2026-05-14]
+canonical-for: "coo-role-reference"
+related:
+  - "[[governance/venture-template/index]]"
+  - "[[governance/venture-template/pillars/business]]"
+  - "[[governance/venture-template/roles/ceo]]"
+---
+
+# COO — Chief Operating Officer
+
+> **Purpose:** Business pillar lead. Owns the commercial + operational machinery that keeps the company running — operations, finance (often), sales coordination, people, legal posture, vendor management, internal tooling. The most variable C-level role; scope depends heavily on what other C-level roles exist (CFO, CRO, CPO, GC).
+
+---
+
+## Primary pillar + secondary pillars
+
+- **Primary pillar:** Business. The COO is the Business pillar's executive owner.
+- **Secondary pillars:** Product (analytics + customer success + trust & safety overlap zones), Brand (sales collateral + PR-for-business overlap zones).
+
+The COO's scope is the widest of any single-pillar lead because Business itself is the widest pillar in scope.
+
+---
+
+## Typical responsibilities
+
+### Operations
+- Internal tooling (CRM, ATS, finance tools, security, IT)
+- Vendor management + procurement
+- Office / remote operations
+- Cross-functional process design (planning cycle, OKR cadence, all-hands cadence)
+- Operational risk management (continuity, escalation paths, vendor SLAs)
+
+### People (when no CPO)
+- Hiring processes + ATS administration
+- Onboarding + orientation
+- Performance management cycle
+- Compensation strategy (with CFO partnership)
+- Culture programs
+
+### Finance (when no CFO)
+- Bookkeeping + financial reporting
+- Budgeting + forecasting
+- Vendor + payroll + tax administration
+- Fundraising operational support (data room, diligence response)
+
+### Commercial / Sales (when no CRO)
+- Sales motion oversight (with VP Sales running day-to-day)
+- Sales operations (CRM, pipeline review, forecast)
+- Pricing strategy (with CEO + CFO partnership)
+- Partnership / BD oversight
+
+### Legal posture (when no GC)
+- Contract review (often outsourced to outside counsel)
+- IP + trademark + privacy + ToS
+- Regulatory compliance posture
+- Employment law posture
+
+### Customer Success (often)
+- Customer success ops (with VP CS running day-to-day)
+- Retention + expansion programs
+- Support runbook ownership
+
+### Trust & Safety policy (often)
+- Policy authoring (with Product owning tooling + Brand owning community standards)
+- Escalation paths for T&S incidents
+
+---
+
+## Typical deliverables
+
+The COO sponsors a very wide range of deliverables. Direct authorship is uncommon; review + sponsorship is constant.
+
+- **Operating plan** — annual + quarterly plan covering org cadences, planning cycles, OKRs
+- **Financial model** (when no CFO) — revenue forecast, burn, runway
+- **Sales playbooks** (when no CRO) — per-segment + per-stage sales motion
+- **People processes** (when no CPO) — hiring rubric, onboarding, performance, comp
+- **Operational runbooks** — every recurring ops task (deploy, incident, on-call, escalation, vendor management)
+- **Vendor inventory + SLAs**
+- **Legal posture document** — ToS, privacy policy, IP policy, employment policy
+- **Trust & Safety policy** — community standards + enforcement procedures (with Brand on standards, Product on tooling)
+- **Board materials** (with CEO) — board deck + financial supplements
+- **Investor reporting** — monthly / quarterly update emails to investors
+- **Customer success programs** — onboarding flows + support runbooks (with VP CS)
+- **Business-pillar product specs** — for any Business-pillar products (partnership programs, training certifications, etc.)
+- **Metrics framework** — what the company measures + how (with Product on instrumentation)
+
+---
+
+## Reporting + collaboration patterns
+
+### Reports to
+- [[ceo|CEO]]
+
+### Reports to the COO
+- VP Operations
+- Head of People (when no CPO)
+- Head of Finance / Controller (when no CFO)
+- VP Sales (when no CRO)
+- VP BD
+- Head of Customer Success
+- Head of Trust & Safety
+- General Counsel may report to COO or directly to CEO (varies)
+- Office Manager / Ops Coordinator
+
+### Collaborates with
+- **[[cto|CTO]] / Product pillar lead** — security, customer success, trust & safety, analytics + metrics infra
+- **[[cmo|CMO]] / Brand pillar lead** — sales collateral, partnership materials, PR-for-business, T&S community standards
+- **CEO** — strategic planning, board governance, fundraising
+- **Board** — financial reporting, operational review (especially with CFO present)
+- **External counsel** — contracts, regulatory, IP
+
+---
+
+## Stage variations
+
+### Pre-product / founder stage
+- "COO" usually doesn't exist as a title; a founder plays operations + finance + sales + legal + everything
+- The work is "keep the company alive" — pay bills, register the entity, sign contracts, hire the first people
+- Operations are extremely lightweight; most processes are ad-hoc
+
+### Early-stage (post-launch, pre-PMF)
+- First operational hires (often a founder's first non-product hire)
+- Title may be "Head of Operations" or "Chief of Staff" before formal COO
+- Light ops runbooks; financial reporting is basic; legal is outsourced
+- First customer success + first sales hires
+- Major work: building the operational foundation that will support growth
+
+### Growth-stage (post-PMF, scaling)
+- Formal COO hire is typical here when operational scope exceeds founder + light-ops bandwidth
+- Specialized C-level roles (CFO, CRO, CPO, GC) start emerging — each carving out a slice of what COO used to own
+- COO's scope narrows as specialists are hired but remains the broadest single role
+- Process discipline solidifies (planning cycle, OKR cadence, board rhythms)
+
+### Mature-stage
+- COO is mostly strategic + executive + cross-functional
+- Functional VPs run their domains (Sales, People, Finance, Legal, Ops)
+- COO's biggest leverage: cross-functional coordination, operational risk, M&A execution
+- Significant time on company-wide operational health + scaling-bottleneck identification
+
+---
+
+## Methodology mechanisms that touch the COO role
+
+### Skills
+- **`coo-role` skill** (to author) — auto-loads on operational planning, vendor decisions, cross-functional process work.
+- **`business-pillar` skill** (to author) — auto-loads on Business-pillar work; COO is the pillar lead.
+- **`metrics-review` skill** ([[../../skills/build-roadmap/SKILL|see also build-roadmap]] for overlap) — invoked at metrics review cycles.
+
+### Hooks
+- **`pre-deploy` hook** — gates on Business deliverables that are deploy-blocking (ToS, privacy policy, app-store listing readiness).
+- **`pre-commit` hook** — surfaces business-load-bearing files (legal docs, contracts) for explicit confirmation.
+
+### Selective slash commands
+- **`/coo-review`** (candidate) — reads this file + the project's business-pillar deliverables; produces a COO-perspective review (operational readiness, legal posture, commercial readiness).
+- **`/metrics-review`** (candidate) — runs metrics review against current state.
+- **`/stakeholder-update`** (candidate) — composes a stakeholder update from project state.
+
+---
+
+## What the COO is NOT responsible for
+
+- **Product direction.** That's CEO + CTO. COO contributes operational + commercial constraints.
+- **Technical architecture.** That's CTO.
+- **Brand identity.** That's CMO. COO consumes brand assets via marketing + sales collateral; doesn't define them.
+- **Engineering execution.** That's CTO + VP Eng.
+- **Marketing execution.** That's CMO + VP Marketing.
+- **The product itself.** That's Product pillar.
+
+The COO's job is to make everything *else* work so the pillars can focus on their primary work.
+
+---
+
+## Status
+
+- **2026-05-14:** Initial authoring. Skills + commands listed as candidates but not yet authored.

package/governance/venture-template/roles/cto.md

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+---
+type: venture-template-role
+ai-model: claude
+role: cto
+primary-pillar: product
+secondary-pillars: [business]
+source: hybrid
+created: 2026-05-14
+last-reviewed: 2026-05-14
+authorship: hybrid
+authors: [the author, Claude]
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, cto, executive, product-pillar-lead, 2026-05-14]
+canonical-for: "cto-role-reference"
+related:
+  - "[[governance/venture-template/index]]"
+  - "[[governance/venture-template/pillars/product]]"
+  - "[[governance/venture-template/roles/ceo]]"
+---
+
+# CTO — Chief Technology Officer
+
+> **Purpose:** Product pillar lead. Sets technical direction for the company's product(s); hires + manages the engineering organization; owns the architecture and the technical risk posture.
+
+---
+
+## Primary pillar + secondary pillars
+
+- **Primary pillar:** Product. The CTO is the Product pillar's executive owner.
+- **Secondary pillars:** Business (technical due diligence in fundraising; tech-side of partnerships; security + compliance posture).
+
+---
+
+## Typical responsibilities
+
+### Technical direction
+- Sets the technical vision for the product(s)
+- Chooses the major technology stack decisions (language, framework, hosting, data, AI)
+- Owns the architectural review of significant changes
+- Reviews + ratifies spec stack at Phase 1B-Final + Articulation Closure
+- Final escalation for technical decisions across the engineering organization
+
+### Engineering organization
+- Hires VP Engineering, Tech Leads, senior engineers, key specialists
+- Sets the engineering culture (code review norms, testing posture, on-call expectations)
+- Owns the engineering roadmap (in partnership with PM organization)
+- Owns the engineering team's compensation + leveling structure
+- Resolves cross-team technical conflicts
+
+### Risk + reliability
+- Owns the technical risk posture (what we can ship; what we can't)
+- Reviews incident response postmortems for systemic issues
+- Sets the reliability targets (SLO, error budgets)
+- Owns the security posture (in partnership with Security Engineer / VP Security when present)
+
+### External
+- Often the public face of the engineering organization (blog posts, conferences, hiring brand)
+- Technical interface with key partners + customers
+- Technical due diligence partner in fundraising
+
+---
+
+## Typical deliverables
+
+The CTO sponsors many deliverables that the engineering organization authors. Direct authorship is rare; review + sponsorship is constant.
+
+- **Technical strategy document** — multi-year technical direction; updated annually
+- **Architecture decision records (ADRs)** — for significant architectural choices
+- **Spec stack reviews** — sign-off on VISION_SPEC, VERSION_SPEC, PRODUCT_SPEC, DATA_MODEL_SPEC, IMPL_SPEC, BEHAVIORAL_SPEC, VERIFICATION_SPEC
+- **Articulation closure reviews** — sign-off that articulation is closed before Phase 2 begins
+- **Engineering org plan** — team structure, headcount, reporting lines
+- **On-call + incident response runbooks** — sponsored, often authored by SRE / VP Eng
+- **Security policy** — application security + data handling posture
+- **Tech-debt + reliability prioritization** — quarterly review of what gets prioritized vs. deferred
+- **Open-source policy** — what code can be open-sourced, under what licenses, with what review
+
+---
+
+## Reporting + collaboration patterns
+
+### Reports to
+- [[ceo|CEO]]
+
+### Reports to the CTO
+- VP Engineering (most often)
+- Direct reports may include: senior managers, principal/distinguished engineers, security lead, SRE lead
+- The shape varies enormously by company size
+
+### Collaborates with
+- **PM organization** — joint ownership of roadmap (CTO: technical feasibility + sequence; PM: product priority)
+- **Design organization** — joint ownership of product surfaces (CTO: what's buildable; Design: what should be built)
+- **CMO / Brand pillar lead** — when product changes affect brand surfaces (developer portal, dev docs)
+- **COO / Business pillar lead** — security, compliance, ops + procurement decisions
+- **Co-founders + CEO** — strategic technical direction
+- **Board** — technical due diligence, especially in fundraising or M&A
+
+---
+
+## Stage variations
+
+### Pre-product / founder stage
+- The technical co-founder IS the CTO + VP Eng + Senior Engineer + DevOps + SRE
+- No formal org; the work is "build the prototype"
+- Title is often "Co-Founder, CTO" or "Co-Founder & Engineering"
+- Strategic decisions are de facto unanimous between founders
+
+### Early-stage (post-launch, pre-PMF)
+- CTO actively hiring first engineers
+- Still doing significant IC work
+- First hires often: senior generalist eng, then specialists (frontend, infra)
+- Spec stack may be lightweight; full spec discipline matures as the team grows
+- Articulation closure discipline starts here — V1 ship's clean articulation is the foundation for V2
+
+### Growth-stage (post-PMF, scaling)
+- CTO hires VP Engineering; shifts from individual contribution to organizational leadership
+- Engineering org structures into teams (per product area, per platform, per function)
+- Spec stack is mature; SAD-style methodology (or equivalent) is in place
+- Articulation closure is a non-negotiable phase per [[../../skills/articulation-closure/SKILL]]
+
+### Mature-stage
+- CTO is mostly strategic + external + capital
+- Engineering runs through VP Eng + EMs
+- CTO's biggest leverage points: VP-level hiring, architectural calls, security posture
+- Significant time on company-wide infrastructure decisions, M&A technical diligence
+
+---
+
+## Methodology mechanisms that touch the CTO role
+
+### Skills
+- **`cto-role` skill** (to author) — auto-loads on technical leadership work, spec stack reviews, articulation closure sign-offs. Provides context on CTO responsibilities + decision authority.
+- **`product-pillar` skill** (to author) — auto-loads on Product-pillar work; CTO is the pillar lead so this skill's guidance speaks to CTO concerns by default.
+- **`articulation-closure` skill** ([[../../skills/articulation-closure/SKILL|existing]]) — invoked at Phase 1B-Final boundary; CTO sign-off is implicit in the closure gate.
+
+### Hooks
+- **`pre-deploy` hook** — gates on articulation closure verification table being green; in many orgs this maps to "CTO has signed off."
+- **`post-incident` hook** (to author) — triggers postmortem template authoring after significant incidents; CTO reviews systemic patterns.
+
+### Selective slash commands
+- **`/cto-review`** (candidate) — gstack-parallel command. Reads this file + the project's spec stack + articulation closure inventory; produces a CTO-perspective review (technical risk, architectural concerns, spec stack consistency, articulation closure readiness).
+
+---
+
+## What the CTO is NOT responsible for
+
+- **Product strategy / vision.** That's CEO (with PM organization input). CTO contributes technical feasibility and architectural framing but doesn't own product direction.
+- **Brand identity.** That's CMO / Brand pillar lead. CTO consumes Brand identity via the design system import discipline; doesn't define it.
+- **Business model + pricing.** That's COO / CFO. CTO contributes commercial-technical inputs (infrastructure cost model, scaling cost curves) but doesn't own pricing.
+- **Day-to-day code review.** That's the team's senior engineers + tech leads. CTO reviews architectural changes; not every PR.
+- **People management of every engineer.** That's the EM cascade. CTO manages direct reports + sets organizational culture; not every IC.
+
+---
+
+## Status
+
+- **2026-05-14:** Initial authoring. Skills + commands listed as candidates but not yet authored. Will refine as methodology mechanisms accumulate.

package/governance/venture-template/roles/department-head.md

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+---
+type: venture-template-role
+ai-model: claude-opus-5
+role: department-head
+primary-pillar: company-wide
+secondary-pillars: []
+source: hybrid
+created: 2026-08-10
+last-reviewed: 2026-08-10
+authorship: hybrid
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, department-head, pattern, stub]
+canonical-for: "department-head-role-pattern"
+related:
+  - "[[governance/venture-template/roles/README]]"
+  - "[[position-schema]]"
+status: STUB
+---
+
+# Department Head (pattern)
+
+> **Purpose:** Pattern template for a seat that owns a **named department or team** — not a specific title. Instantiate as “Head of X” / “Director of Y” position instances with concrete assignments.
+
+## How to use
+
+1. Copy pattern into a more specific role file **or** create a position instance with `role-template` pointing here and `title` set to the real name.
+2. Set `org-function` to product / brand / business / company-wide.
+3. Fill **assignments** (teams, projects, portfolio entities) on the position instance.
+4. Set `staffing-posture` — people-managers with direct reports are usually `human-required`.
+
+## Typical responsibilities (pattern)
+
+- Goals and priorities for the department
+- Direct-report coaching and performance
+- Cross-department interfaces
+- Budget for the department when granted
+
+## What this is NOT
+
+- Not a substitute for C-suite pillar leads (CTO/CMO/COO) when the “department” is the whole pillar
+- Not an entity-root folder named `departments/` — departments are seats + teams under org functions
+
+## Status
+
+Stub / pattern 2026-08-10.

package/governance/venture-template/roles/forward-deployed-engineer.md

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+---
+type: venture-template-role
+ai-model: claude-opus-5
+role: forward-deployed-engineer
+primary-pillar: product
+secondary-pillars: [business]
+source: hybrid
+created: 2026-08-10
+last-reviewed: 2026-08-10
+authorship: hybrid
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, fde, forward-deployed, product-pillar, human-required, stub]
+canonical-for: "forward-deployed-engineer-role-reference"
+related:
+  - "[[governance/venture-template/roles/README]]"
+  - "[[position-schema]]"
+  - "[[cto]]"
+status: STUB
+---
+
+# Forward-Deployed Engineer (FDE)
+
+> **Purpose:** Embeds with customers or high-stakes operators to make the product succeed in their context — integration, trust, judgment calls, feedback into the product org. Canonical example of a seat that is usually **`human-required`**.
+
+## Primary pillar
+
+- **Product** (delivery + learning loop). Secondary **Business** (account success, commercial trust).
+
+## Typical responsibilities
+
+- On-site or highly contextual customer engineering
+- Translate field constraints into product/engineering backlog signal
+- Own outcomes for named accounts or deployments (via position **assignments**)
+- Escalate architecture only within agreed authority — does not replace CTO
+
+## Staffing posture (default)
+
+- **`human-required`** — customer-facing trust, liability, and situated judgment
+- Supporting work (log summarization, checklist prep, draft runbooks) may be `agent-capable` as *assistive* duties under hybrid occupancy — not as a full FDE substitute
+
+**Staffing rationale (default):** Presence and accountability in the customer’s environment cannot be delegated to an unattended agent without breaking the role.
+
+## Position instances
+
+Per [[position-schema]]. Assignments should name accounts, deployments, or projects — not “all products.”
+
+## Status
+
+Stub 2026-08-10 — expand when the reference project or other entities open FDE seats.

package/governance/venture-template/roles/founder.md

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+---
+type: venture-template-role
+ai-model: claude
+role: founder
+primary-pillar: company-wide
+secondary-pillars: [product, brand, business]
+source: hybrid
+created: 2026-05-14
+last-reviewed: 2026-05-14
+authorship: hybrid
+authors: [the author, Claude]
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, founder, executive, multi-role, 2026-05-14]
+canonical-for: "founder-role-reference"
+related:
+  - "[[governance/venture-template/index]]"
+  - "[[governance/venture-template/roles/ceo]]"
+---
+
+# Founder
+
+> **Purpose:** The pre-CEO / pre-pillar-lead state. A founder is whoever started the entity and is currently doing whatever the company needs. Founders play multiple roles simultaneously; the role taxonomy formalizes as the company grows.
+
+---
+
+## Primary pillar + secondary pillars
+
+- **Primary pillar:** Company-wide.
+- **Secondary pillars:** Whatever the company most needs at the moment — often all three.
+
+A founder's pillar coverage shifts based on company stage. Early on, a founder is the entire company; in growth-stage, the founder evolves into a specific role (most often CEO; sometimes CTO if technical, CPO if product-led, etc.).
+
+---
+
+## Typical responsibilities
+
+### The work
+A founder's responsibilities are *whatever the company most needs that isn't being done*. Concretely, this usually means:
+
+- Building the first version of the product (especially technical founders)
+- Selling to the first customers (especially commercial founders)
+- Hiring the first employees (every founder)
+- Raising the first capital (every founder)
+- Defining the initial brand identity (especially design-led founders)
+- Setting up the legal entity + early ops infrastructure
+- Owning the strategic narrative
+- Being the public face of the company
+- Doing whatever else is on fire that day
+
+### What a founder DOESN'T have
+- A defined job description
+- A clear reporting structure (founders typically report to co-founders + the board + investors collectively)
+- A clean separation of pillars (founders cross all three constantly)
+- Defined working hours
+- A defined compensation structure (often deferred / equity-heavy)
+
+---
+
+## Typical deliverables
+
+Founder-authored deliverables in the early stages:
+
+- **Founding narrative** — the why-this-team / why-now / why-this story
+- **First version of the product** — typically the MVP / prototype
+- **First idea-dumps + research synthesis** — the initial articulation
+- **First vision spec + version spec** — pre-formal-methodology, often light
+- **Founding term sheet + cap table**
+- **First customer conversations / sales conversations**
+- **First hires + their offer letters**
+- **Initial brand identity** — name, logo hypothesis, voice hypothesis
+- **Initial pitch deck** — for capital + recruiting
+- **Initial business hypothesis** — market thesis, model hypothesis
+
+As the company formalizes, deliverables migrate to pillar leads. The founder retains ownership of:
+- Strategic direction (with co-founders)
+- The hire of pillar leads
+- External narrative
+- Cultural tone
+
+---
+
+## Reporting + collaboration patterns
+
+### Reports to
+- The board (when formed)
+- Lead investors (pre-board)
+- Co-founders (peer)
+
+### Reports to the founder
+- Initially: everyone in the company
+- Eventually: the executive team (pillar leads)
+
+### Collaborates with
+- **Co-founders** — peer relationship; often the most important professional relationship in the company's early years
+- **Earliest investors / advisors** — capital + counsel
+- **First employees** — close working relationship; often defines the cultural template
+- **Earliest customers** — direct conversations that shape product direction
+
+---
+
+## Stage variations
+
+### Pre-incorporation
+- Founder is alone (or with co-founders) building a hypothesis
+- No formal structure; the work is "validate the idea"
+
+### Pre-product
+- Entity incorporated; founder is doing everything
+- Work: prototype, raise pre-seed, recruit co-founders if not present
+- No employees; sometimes contractors
+
+### Post-product, pre-PMF
+- First employees hired; founder shifts from "doing everything" to "doing everything + managing the doing"
+- Often the most stressful stage — founder bandwidth is the hard constraint
+- Major work: find PMF, raise seed, hire first specialists
+
+### Post-PMF, scaling
+- Founder hires pillar leads (CTO, CMO, COO, etc.)
+- Founder's title formalizes — often CEO; sometimes CTO/CPO/CMO if a co-founder takes CEO
+- The founder role *transitions* to whatever C-level role best fits
+- "Founder" remains as a permanent designation but the operational role is the C-level title
+
+### Mature
+- "Founder" is a permanent designation
+- Operational role is whatever the founder formally holds (CEO, exec chair, board chair, retired-from-day-to-day)
+- Some founders remain operational; some transition to board roles; some leave entirely
+
+---
+
+## Founder transitions
+
+The most important methodology question about founders is how the role transitions as the company matures. Common patterns:
+
+- **Founder-to-CEO.** The default path. Founder remains in operational executive role.
+- **Founder-to-CTO** (or CPO/CMO). When a co-founder takes the CEO role and the founder retains a specialist executive role.
+- **Founder-to-Board Chair.** When the founder steps back from operations but remains on the board.
+- **Founder departure.** Often happens at acquisition, IPO, or strategic pivot the founder doesn't lead.
+
+The methodology rule: **founders evolve into C-level roles as the role taxonomy matures.** A "Founder" with no formal C-level role at a 200-person company is a methodology smell — usually a sign the structural conversation hasn't happened.
+
+---
+
+## Methodology mechanisms that touch the Founder role
+
+### Skills
+- **`founder-role` skill** (to author) — auto-loads on early-stage company work, founder-CEO transition planning, multi-role founder decisions.
+- **No pillar-specific skill** for founder — by definition, founders cross all three.
+
+### Hooks
+- None specific. Founder-level decisions are conversation-driven.
+
+### Selective slash commands
+- **`/founder-check`** (candidate) — runs the role-transition check ("what C-level role should this founder be transitioning into?")
+
+---
+
+## What the founder is NOT (especially in growth-stage)
+
+Once pillar leads are hired, the founder should explicitly NOT be:
+
+- **The pillar leads' direct manager-of-everything.** Founders often retain manager-of-managers patterns from the early stage; this becomes a bottleneck.
+- **The decider-of-everything.** Pillar leads need delegated authority; founders need to step back from per-decision involvement.
+- **The single source of cultural tone.** Cultural tone scales through pillar leads + practices, not through founder presence.
+
+These transitions are difficult and often where companies stumble. The methodology should support founder evolution explicitly.
+
+---
+
+## Status
+
+- **2026-05-14:** Initial authoring. Founder transitions section is the most methodology-relevant; will refine with concrete examples as they accumulate.

package/governance/venture-template/roles/hr-manager.md

@@ -0,0 +1,49 @@
+---
+type: venture-template-role
+ai-model: claude-opus-5
+role: hr-manager
+primary-pillar: business
+secondary-pillars: []
+source: hybrid
+created: 2026-08-10
+last-reviewed: 2026-08-10
+authorship: hybrid
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, hr, people, business-pillar, stub]
+canonical-for: "hr-manager-role-reference"
+related:
+  - "[[governance/venture-template/roles/README]]"
+  - "[[position-schema]]"
+  - "[[coo]]"
+status: STUB
+---
+
+# HR Manager
+
+> **Purpose:** Owns people operations for the company — policies, employee lifecycle admin, manager support — distinct from recruiting (see [[talent-acquisition-manager]]) and from CPO / People exec scope when that seat exists.
+
+## Primary pillar
+
+- **Business** (people ops under the commercial / operating org function). Reports typically to COO or CPO.
+
+## Typical responsibilities
+
+- Employee lifecycle administration (onboarding logistics, records, offboarding checklists)
+- Policy handbook maintenance; compliance coordination with legal
+- Manager coaching on people processes (not owning product delivery)
+- Escalation path for people issues that are not pure talent-pipeline
+
+## Staffing posture (default for instances)
+
+- Often `human-required` once headcount > solo (confidentiality, duty of care)
+- Early solo stage: duties may sit on Founder/COO position as dual-hat; still model the **seat** when designing growth
+
+## Position instances
+
+Do not treat this file as a filled seat. Create `<entity>/business/org/positions/` instances per [[position-schema]].
+
+## Status
+
+Stub 2026-08-10 — expand when methodology mechanisms need HR context beyond COO.