Ops Lead <> Exec Check-in
Date: February 2, 2026 Source: Granola Meeting ID: a84d6914-bc95-42bc-b74a-3719f085cbe3 URL: https://notes.granola.ai/t/a84d6914-bc95-42bc-b74a-3719f085cbe3
Participants:
- Uttam Kumaran (Brainforge)
- Sheshu Chandrasekar (Brainforge)
- Robert Tseng (Brainforge)
Summary
Meeting Structure & Cadence
- Establishing Monday/Thursday leadership check-ins for Ops and GTM leads
- Replace multiple weekly touchpoints with structured 45-min sessions
- Monday: set weekly priorities and address blockers
- Thursday: review progress and course-correct
- Building leadership layer between executives and teams
- Sheshu and Luke now most leveraged people with actual teams
- Focus on high-performance weekly execution vs monthly reviews
Notion & Documentation Priorities
- Notion rollout 75% complete with documentation audit
- Tagging system implemented across most content
- Case studies excluded (marketing team responsibility)
- Generated status report for Robert to send Hannah
- SOPs update using GitHub vault as source of truth
- AI-generated skeleton SOPs for Eliza to complete
- Addressing outdated documentation gaps
- Linear implementation decisions made:
- Split into separate “Sales” and “Go-to-Market” boards
- Sales: active deals and partner activities only
- GTM: all other marketing/content/campaign work
- Focus on ticket creation over complex tagging initially
Partnership Operations & Data Hygiene
- Partner tracker completely updated by Uttam today
- 7-8 decisions needed from Robert on active deals
- HubSpot data hygiene critical priority this week
- New partnership workflow established:
- Monday/Friday partner tracker updates together
- Daily HubSpot updates on partner activity (48hr max)
- Holly no longer managing metrics/updates
- WBR partnership data corrections needed
- Current numbers don’t reflect HubSpot reality
- Partner-sourced deals require proper tracking
Leadership Development Feedback
- Strengths recognized:
- Strong culture fit and team integration
- Valuable operational thinking and time-saving contributions
- Good engagement in delivery process (ABC call attendance)
- Growth areas identified:
- Transition from team member to leader mindset
- Leverage team more for execution vs doing work directly
- Build awareness of all company processes (AORs, contracts, recruiting)
- Increase meeting preparation and research
- Move faster on low-risk decisions
- Team leverage expectations:
- Rico and Eliza have capacity for more work
- Sheshu should focus on strategy/direction, delegate execution
- Goal: turn 2-person team into 5-person effectiveness through clarity