Why change
We already put in plenty of meeting time and have lots of good conversations. What we're missing is a shared structure: one place for numbers, priorities and decisions, and a rhythm longer than one week. Here's where we are today, based on the calendar and meeting recordings from 17 Aug to 26 Oct 2026.
per week in overlapping founder syncs
The Monday standup (20 min), Tuesday Product Sync (90 min) and Thursday Business Sync (90 min) cover a lot of the same ground: pricing, webinars and legal come up in more than one. None of them has a scorecard, Rock review or IDS.
weekly calls in the same Monday slot
The Weekly All-Team Call sits in the same Mon 17:00 SAST slot as the standup, and most invitees have declined it through 26 Oct. It looks like a legacy duplicate.
triple-booked slot
The Monday 17:00 SAST slot is triple-booked for Wes: the standup, the All-Team Call and a standing external session. That's probably why he's missed some standups.
quarterly or annual planning meetings
The calendar has no quarterly or annual rhythm. Dated goals exist (e.g. the 15 Oct gate), but they aren't tracked as Rocks with owners.
written V/TO or core values
Pieces of a vision exist: product north star, roadmap, investor narrative. But there's no single V/TO and no MyGentic core values. The lead narrative (Context Layer vs Brain Builder) is still open.
decisions made in WhatsApp
Some decisions get made in chat and across time zones, so not everyone sees them. This visibility gap was raised on 20 Jul. The team also asked for a weekly sync that includes everyone (17 Sep).
Accountability Chart
Seats come first, then people. Every seat has one owner and five roles. The names below are proposals, based on the titles agreed on 8 Sep (Aatu COO, Wes CPO, Kane CRO) and on who does what today. AI bots support a seat and feed its scorecard and pre-reads. They never own a seat or a Rock.
- 3/10-year vision and narrative (resolve Context Layer vs Brain Builder)
- Investors and fundraising
- Big external relationships and partnerships
- Culture and core values
- Creative problem solving / R&D direction
- Lead, manage and hold the leadership team accountable
- Run the leadership L10 and Issues List
- Own execution of Rocks and the 1-year plan
- Break ties and solve cross-functional issues
- Resource allocation and P&L view (with Finance)
- Webinars and launches
- IR channel, JV and affiliate partners
- Offers, promo menu and pricing posture
- Messaging and brand narrative
- Pipeline and attribution (HubSpot)
- Customer success and support
- Customer training and onboarding (including onboarding calls/sessions)
- Community calls
- Entitlements/provisioning process
- Support processes and guides (FBA)
- Roadmap and sequencing (Oct 15 gates)
- UX simplicity and Brain Builder quality
- Voice of customer / beta
- MOAT product definition
- Product KPIs and release acceptance
- Architecture and model/infra decisions
- Release gating and QA standards
- Cost/performance (TMS, hosting)
- Security / SOC 2
- Dev team output and velocity
- Financial model, cash and forecasting
- Billing/Stripe/banking
- Tax, VAT, entity (Delaware), legal counsel
- Equity and investor reporting
- Pricing economics and rev-share models
Product and Engineering are shown as two seats because they have two different owners today: Wes owns product, and Ronnie is the final technical decision-maker. If the team prefers one Product/Tech seat, merge them.
Meeting rhythm
The EOS Meeting Pulse: weekly meetings to execute, a quarterly day to reset, an annual plan. Everything below is Proposed. Times are shown in SAST, PT and Nepal (NPT).
Proposed weekly view (SAST, 15:00–21:00)
08:00 PT · 20:45 NPT
Gold = leadership. Pale gold = departmental. Dashed = customer-facing sessions (not management meetings). The Thursday Business Sync slot is freed up.
Cadence at a glance
| Meeting | Purpose | Owner | Attendees | Length · cadence | Time (SAST / PT / Nepal) |
|---|---|---|---|---|---|
| Weekly Leadership L10 Proposed |
Scorecard, Rocks, headlines, to-dos, then solve the top issues (IDS). The one place leadership decisions get made. | Integrator | Leadership seat holders: Nick, Aatu, Kane, Wes. Ronnie too if Engineering is a leadership seat To decide | 90 min · weekly, Mon | SAST17:00–18:30 PT08:00–09:30 PDT 07:00–08:30 PST from 1 Nov NPT20:45–22:15 |
| CS / Ops departmental L10 Proposed |
Same L10 flow with the CS scorecard: support, provisioning, billing ops. Builds on today's CS team weekly. | Ops & Delivery seat (current: Wes) | CS team (Astrid, Dinesh, CS ops), plus leaders as needed | 60-min L10 format · weekly, Mon. The current slot is 30 min To decide | SAST16:30 (existing) PT07:30 PDT 06:30 PST from 1 Nov NPT20:15 |
| Engineering departmental L10 Proposed |
Merges the two engineering meetings into one L10 with an engineering scorecard, release gating and tech IDS. | Engineering seat (proposed: Ronnie) | Dev team. Wes joins only for product IDS. | 60 min · weekly, Wed | SAST15:30–16:30 PT06:30 PDT 05:30 PST from 1 Nov NPT19:15–20:15 |
| Product meeting Proposed |
Roadmap IDS and a live product walkthrough. The Tuesday Product Sync cut from 90 to 60 min, or merged into the engineering L10. | Product seat (Wes) | Current Product Sync group | 60 min · weekly, Tue | SAST15:30–16:30 PT06:30 PDT 05:30 PST from 1 Nov NPT19:15–20:15 |
| Same Page meeting Proposed |
Visionary and Integrator align, clear their issues between them and walk into the L10 united. Replaces the irregular Nick–Wes 1:1. | Integrator | Visionary + Integrator (whoever holds those seats) | Monthly · length To decide | To decide |
| Quarterly Conversation (5-5-5) Proposed |
Manager and direct report, one-on-one: core values, roles, Rocks. Wes keeps a separate 1:1 with the Integrator in this format. | Each seat holder | Seat holder + direct report | Quarterly (all seats from Q1 2027) | To decide |
| Quarterly Pulse Proposed |
Review last quarter's Rocks, review the V/TO, set next quarter's Rocks, refresh the Issues List. | Integrator | Leadership team | Full day · quarterly. First one late Dec / early Jan. | To decide |
| Annual Planning Proposed |
1-year plan, budget, next quarter's Rocks, team health. | Integrator | Leadership team, ideally in person | 2 days · annually, January | To decide |
PT and Nepal times are converted from SAST. South Africa and Nepal don't change clocks. US Pacific falls back on 1 Nov.
Clock changes (Leadership L10)
| Time zone | Until 25 Oct | 26–31 Oct | From 1 Nov |
|---|---|---|---|
| SAST | 17:00 | 17:00 | 17:00 |
| US Pacific | 08:00 PDT | 08:00 PDT | 07:00 PST |
| Arizona | 08:00 MST | 08:00 MST | 08:00 MST |
| Helsinki | 18:00 EEST | 17:00 EET | 17:00 EET |
| Nepal | 20:45 NPT | 20:45 NPT | 20:45 NPT |
| Colombia | 10:00 COT | 10:00 COT | 10:00 COT |
Why Monday 17:00, and the fallback
- It uses the slot leadership already holds for the standup and the All-Team Call.
- It requires moving Wes's standing Monday 17:00 SAST session (the current clash). To decide
- Fallback: Thu 15:30–17:00 SAST (the current Business Sync slot, which everyone has accepted). That's 06:30 PDT now, but 05:30 PST after 1 Nov, so it would need to move later. Thursday 17:00 is the community call.
- The dev team doesn't attend the leadership L10, so the late Nepal hour mostly doesn't affect them.
Old → New
Weekly All-Team Call · Mon 17:00–17:30 (duplicate slot)
Founders Business Sync · Thu 15:30–17:00
Devs X Aatu X Wes · Mon 09:00 (nothing on the calendar after 21 Sep)
Agendas
Same flow every time, starts and ends on time. The L10 agenda comes from the draft MyGentic L10 template. The departmental, Same Page, quarterly and annual agendas follow standard EOS formats and are Proposed, to be tailored once adopted.
Weekly Leadership L10
Proposed
Two-thirds of the meeting is IDS: solving issues, not reporting.
- 5 minSegueEach person shares one personal and one business win from the week. MyGentic wins from the community calls count.
- 5 minScorecardEach owner reports their number as on track or off track. No discussion. Off-track numbers go to the Issues List. Starter numbers: see the candidate Scorecard in the EOS toolbox.
- 5 minRock reviewEach Rock owner says on track or off track. Off-track Rocks go to the Issues List.
- 5 minCustomer & employee headlinesOne sentence each: Circle hot threads, big wins or complaints, VIP/partner news, people news. Anything that needs discussion goes to the Issues List.
- 5 minTo-do listLast week's 7-day to-dos: done or not done. Target 90% done. Anything not done twice moves to the Issues List.
- 60 minIDSPick the top 3 issues, then Identify the real issue, Discuss briefly, and Solve it with a decision or a to-do that has an owner. Work down the list. No tangents.
- 5 minConcludeRecap new to-dos (owner and date). Decide what cascades to the team (CS weekly, engineering L10, community). Everyone rates the meeting 1–10, and anyone who gives less than 8 says why.
- Due Friday 15:00 SAST (uses the existing CPO-bot routine)
- Scorecard numbers updated · Rock status R/Y/G · new issues added
- The CPO bot and CSM bot pre-fill numbers and a Fathom recap. A human owner confirms every number.
- Runs it: the Integrator
- Keeps the Issues List and To-dos: one named person, not a bot
- Where it lives: one Issues List, To-do list and Scorecard (tool To decide)
Departmental L10 (CS/Ops · Engineering · Product)
Proposed
Same flow as the leadership L10, compressed to 60 minutes, with the department's own scorecard, Rocks and Issues List. Suggested split (to be tailored):
- 5 minSegueGood news, personal and business.
- 5 minDepartment scorecarde.g. CS: provisioning lag, self-serve rate, Circle threads unanswered for more than 48h, refunds. Engineering: release gating, cost per question.
- 5 minRock reviewDepartment and individual Rocks: on track or off track.
- 5 minHeadlinesCustomer and team headlines, plus anything cascaded from the leadership L10.
- 5 minTo-do list7-day to-dos: done or not done.
- 30 minIDSDepartment issues. Cross-functional ones go up to the leadership Issues List.
- 5 minConcludeRecap to-dos, decide what goes up to leadership, rate the meeting 1–10.
CS/Ops: Mon 16:30 SAST (existing slot, currently 30 min; length to decide). Engineering: merged Wednesday slot. Product: Tuesday, 60 min.
Same Page meeting
Proposed
Visionary and Integrator walk into every L10 fully aligned. Keep it informal. Standard EOS flow:
- Check-inHow are we both doing?Personal and business: energy, capacity, what's on our minds.
- ListBuild the issues listEverything between the two of us: priorities, people, direction, narrative.
- IDSSolve the issuesIdentify, Discuss, Solve, until we're 100% on the same page.
- CloseAgree what goes to the teamIssues for the leadership L10, messages to cascade.
Quarterly Pulse
Proposed
Standard EOS quarterly agenda. Timings are approximate and will be tailored.
- 15 minSegueBest business and personal news. What's working, what's not. Expectations for the day.
- 1 hReview the previous quarterScorecard trend, Rocks (done or not done), lessons learned.
- 1 hReview the V/TOIs everyone still aligned with the vision? Update the 1-year plan and the issues.
- 2 hSet next quarter's Rocks3–7 company Rocks, each with one owner and a measurable finish line. Then individual Rocks.
- ~3 hTackle key issues (IDS)Refresh the Issues List and solve the biggest ones.
- 15 minNext steps & concludeWho communicates what to the team. Feedback, expectations met, rate the day 1–10.
Annual Planning
Proposed
Standard EOS annual structure, to be tailored. A Professional EOS Implementer could facilitate it (see Decisions).
- 30 minSegueWins, expectations.
- 1 hReview the previous year and quarterGoals, Rocks, scorecard.
- 2 hTeam healthOrganizational Checkup, People Analyzer, strengths and feedback exercise.
- 1 hSWOT / Issues ListEverything that's in the way.
- 2 hV/TO reviewCore values, core focus, 10-year target, marketing strategy, 3-year picture.
- 2 h1-year planTargets, measurables and 3–7 goals for the year. Budget.
- 2 hSet Q1 RocksCompany Rocks first, then individual.
- ~2 hTackle key issues (IDS)Solve the top issues for the year ahead.
- 30 minNext steps & concludeCommunication plan, feedback, rate 1–10.
IDS rules & meeting ground rules
- Prioritise first: pick the top 3 issues before discussing any of them.
- Identify: find the real root issue, which is often not the stated symptom. The owner states it in one sentence.
- Discuss: everyone says their piece once. No repeating, no tangents.
- Solve: end with a decision or a to-do with one owner and a date.
- Work down the list. Unsolved issues stay on the list for next week.
- Target: no P0 decisions older than 7 days (already a KPI).
- Same day, same time, same agenda. Start on time, end on time.
- Cameras on. Fathom records.
- No WhatsApp decisions. Anything decided elsewhere gets restated in the L10, or it isn't decided.
- Scorecard and headlines are for reporting only. Discussion happens in IDS.
- Humans own every number, Rock and to-do. Bots prepare, humans confirm.
- Rate every meeting 1–10. Anything under 8 gets a reason.
EOS toolbox
The core EOS tools, how much of each we already have, and what's proposed. Most of them exist in some form already. The work is pulling them into one place.
V/TO Proposed
The Vision/Traction Organizer covers core values, core focus, 10-year target, marketing strategy, 3-year picture, 1-year plan, Rocks and issues.
Build it in Vision Building Days 1 and 2. Core focus and marketing strategy should settle the Context Layer vs Brain Builder narrative.
Rocks Proposed
3–7 per quarter, company Rocks first and then individual. Each gets one owner and a measurable finish line.
The Q4 candidates are below. The leadership team picks.
Issues List & To-dos Proposed
One leadership Issues List, plus departmental lists (CS already has one). To-dos are 7-day items reviewed in the L10, with a 90%-done target.
Tool To decide: Trello Team Ops board (fix CPO-bot access first), a Google Sheet, or an EOS tool.
Candidate Q4 2026 company Rocks Proposed
| # | Candidate Rock | Proposed owner |
|---|---|---|
| 1 | MOAT marketplace live and selling, with the single MCP and the rebrand (15 Oct gate). The Rock would read "N paid listings live by 31 Dec" (N to decide). | Wes (product) with Ronnie (eng) |
| 2 | CS can activate, deactivate, credit and expire plans with no developer involved, and the promo source of truth is live. | Ops seat / Astrid, with Manoj |
| 3 | The TMS cohort usage report is used to invoice IR monthly. | Aatu / Sulav |
| 4 | Investor deck plus raise plan. | Nick |
| 5 | Webinar series through December that hits the Q4 profitability forecast. | Kane |
| 6 | Ingestion cost migration to hosted open models at ≥90% quality. | Ronnie |
| 7 | Entity, equity and legal cleanup. | Nick |
Scorecard: candidate weekly measurables Proposed
A scorecard is 5–15 weekly numbers, each with an owner, a goal and a 13-week trend. It would grow out of the existing CPO KPI dashboard and its Friday R/Y/G routine. Owners and goals are proposals, and the leadership team picks 5–10.
| # | Measurable (weekly) | Proposed owner | Goal |
|---|---|---|---|
| 1 | Webinar registrations (when a webinar runs) | Kane | TBD (~456 for 18 Sep; aim was ~600) |
| 2 | New paid sign-ups by tier (once pricing is ratified) | Kane | TBD |
| 3 | Cash collected / MRR | Nick | TBD |
| 4 | Paying seats (net new) and churn % | Nick | TBD |
| 5 | Refunds (count and value) | Astrid | TBD |
| 6 | Weekly active brains / builders | Wes | TBD, baseline needed |
| 7 | Command Center / MCP activation success rate | Wes | TBD |
| 8 | IR cohort provisioning lag (days) | Astrid (with Manoj) | ≤3 days (already set) |
| 9 | CS self-serve rate (activations without developer help) | Ops seat | TBD → 100% |
| 10 | Open Circle support threads with no staff reply after 48h | Astrid | 0 (proposed) |
| 11 | Open P0 decisions older than 7 days | Integrator | 0 (already set) |
| 12 | Avg token/credit usage % and cost per question | Ronnie | TBD |
| 13 | IR → MyGentic paid conversion after the promo ends | Kane | TBD |
| 14 | Marketplace listings and attributed runs (after 15 Oct) | Wes | TBD |
Starter Issues List (open items from recent meetings)
- Visionary / Integrator not decided
- Context Layer vs Brain Builder lead narrative
- Marketplace rev share, pricing ladder and publisher paywall (pending ratification)
- IR compensation / affiliate model
- Equity structure
- IR Brain lightweight access path
- Plan provisioning depends on one engineer
- Two-seat holders: Wes (Product + Ops/CS), possibly Nick (Visionary + Finance). Target: one seat per person
- Ronnie's role and status
- Visibility of decisions made in WhatsApp
People Analyzer · Right People, Right Seats Proposed
Right person means they share our core values. Right seat means GWC for their seat. MyGentic has no core values yet. They get defined on Vision Building Day 1 To decide.
Understands the role, the culture and the systems intuitively. It clicks.
Genuinely wants the role, at the pay and pace it requires.
Has the time, skills and bandwidth to do the job well.
| Name | Value 1 | Value 2 | Value 3 | Value 4 | Value 5 | G | W | C | Right person? | Right seat? |
|---|---|---|---|---|---|---|---|---|---|---|
| Nick Thomas | · | · | · | · | · | Y/N | Y/N | Y/N | · | · |
| Aatu Horus | · | · | · | · | · | Y/N | Y/N | Y/N | · | · |
| Kane Minkus | · | · | · | · | · | Y/N | Y/N | Y/N | · | · |
| Wesley Longueira | · | · | · | · | · | Y/N | Y/N | Y/N | · | · |
| Ronnie Barnard | · | · | · | · | · | Y/N | Y/N | Y/N | · | · |
| (Ops & Delivery successor, to decide) | · | · | · | · | · | Y/N | Y/N | Y/N | · | · |
| The bar | + | + | + | Y | Y | Y |
This is a blank template. Nobody is pre-scored. Values 1–3 are to be defined and 4–5 are optional. Scoring: + = shows it most of the time · +/– = sometimes · – = rarely. The leadership team sets the bar.
Core processes → FBA (Followed By All) Proposed
The 3-step process documenter: 1. Identify and name the core processes. 2. Document the 20% of steps that drive 80% of results. 3. Package them, train the team, and track that everyone follows them. We'd start from the existing CSM playbooks and guides. It's a natural fit to document processes as MyGentic brains/skills.
- Customer support, training & onboarding
- Entitlement / promo provisioning
- Release & QA (staging → prod, acceptance)
- Brain publishing (MOAT QA / legal)
- Webinar-to-sale funnel
- Billing, refunds & IR bill-back (TMS)
- Finance close & reporting
Gold numbers get documented first (Q4). The rest follow in Q1 2027.
Rollout plan
We start small, with an Accountability Chart and one weekly L10, then add the Scorecard, V/TO and processes over the first 90 days. All owners are Proposed.
Set up the basics
- Share this draft with the leadership team for review.
Owner: Wes - Focus-Day-lite (3–4h, ideally in person before 10 Oct): decide Visionary and Integrator, ratify the chart and the 5 roles per seat, pick 3–7 Q4 Rocks, choose 5–10 scorecard numbers and owners, start the Issues List.
Owner: Wes convenes · Integrator-elect runs it - Calendar cleanup: cancel the All-Team Call series, confirm whether Devs X Aatu X Wes has ended, collapse the duplicate Tuesday community series.
Owner: Nick / Aatu - One L10 series and one home for Issues, To-dos and the Scorecard.
Owner: Integrator - Delegate & Elevate: list the support, training, onboarding and promo work Wes does today as the Ops & Delivery seat owner, so it can be handed off.
Owner: Wes
Build the rhythm
- Week of 12 Oct: first leadership L10. Rate every meeting 1–10.
Owner: Integrator - By week 3: company scorecard live, built on the CPO KPI dashboard. The CPO bot preps it and the CSM bot feeds CS numbers.
Owner: Integrator + scorecard owners - Oct–Nov: Vision Building Day 1 (core values, core focus, 10-year target, marketing strategy). Then the People Analyzer and the Ops & Delivery hand-off decision (when, and hire vs. promote from the CS team).
Owner: Leadership team - ~30 days later: Vision Building Day 2 (3-year picture, 1-year plan, Rocks, issues). That completes the V/TO, which gets stored in Company Core.
Owner: Leadership team - Hand-off prep: document the support, training and onboarding core processes so the Ops & Delivery seat can be handed off.
Owner: Wes (current seat owner) - Processes: name all 7, then document entitlements/promos and release & QA.
Owner: Ops seat · Engineering seat - Late Dec / early Jan: first Quarterly Pulse.
Owner: Integrator
Cascade & strengthen
- Annual Planning (2 days, January): 1-year plan, budget, Q1 Rocks. Ideally in person.
Owner: Integrator - Quarterly Conversations (5-5-5) for every seat holder and their direct reports.
Owner: Each seat holder - Cascade departmental scorecards (CS, Engineering, Marketing) and individual Rocks.
Owner: Seat owners - Document the remaining core processes. Everything FBA by the end of the quarter.
Owner: Process owners - Re-run the People Analyzer. Check Integrator capacity and progress toward one seat per person (Wes: Product + Ops/CS; Nick: Visionary + Finance under option A).
Owner: Leadership team - EOS Organizational Checkup: baseline in Q4, repeat in Q1.
Owner: Integrator
Decisions needed
Everything below is To decide. Ideally we'd settle most of it at the Focus-Day-lite in weeks 1–2.
Visionary vs Integrator
Who holds each seat?
- Option A: Nick as Visionary, Aatu as Integrator
- Option B: Wes or Kane as Visionary, Nick as Integrator
- Also: is "CEO" a formal title?
Ronnie's seat
Advisor, contractor or team member? Is Engineering a leadership seat, and does it sit in the L10?
- If not: Manoj as engineering manager, or Wes holds a combined Product/Tech seat
Ops & Customer Delivery hand-off
When and to whom does Wes hand off Ops & Customer Delivery (support, training, onboarding)? Consider hire vs. promote from CS team.
- Goal: Wes out of first-line support within 90 days
In-person session before 10 Oct
Can the founders do a half-day Focus-Day-lite in person while co-located, before 10 Oct? It's the cheapest moment to settle the Visionary/Integrator question.
Cancel the All-Team Call and free up Monday 17:00
OK to cancel the Weekly All-Team Call series? Can Wes move his standing Monday 17:00 SAST session so the L10 can take that slot?
- Also confirm: is Devs X Aatu X Wes finished? Is the Business Sync weekly or bi-weekly?
- Otherwise: the Thursday fallback slot, which needs to move later after 1 Nov
Core values
MyGentic core values get defined on Vision Building Day 1. Do we start fresh, or use The Virtual Edge's three as a first draft ("in it to win it, always level up, build real connections")?
Tool for Issues, To-dos & Scorecard
One home for everything:
- Trello Team Ops board (the CPO bot needs access)
- A Google Sheet / Doc
- A dedicated EOS tool
EOS Implementer budget
What budget and appetite do we have for a Professional EOS Implementer to facilitate the two Vision Building days? We'd need quotes first.