Service Leads Q2 Planning
Date: March 24, 2026 Source: Granola Meeting ID: 87f3dd48-c323-452a-91c4-df4602aa5fa6 URL: https://notes.granola.ai/t/87f3dd48-c323-452a-91c4-df4602aa5fa6
Participants:
- Uttam Kumaran (note creator) from Brainforge uttam@brainforge.ai
- Awaish Kumar from Brainforge awaish.kumar@brainforge.ai
- Brylle Girang from Brainforge brylle.girang@brainforge.ai
- Jasmin Multani jasmin.multani@brainforge.ai
- Samuel Roberts samuel.roberts@brainforge.ai
- Demilade Agboola from Brainforge demilade.agboola@brainforge.ai
New Delivery Model Overview
- Consolidated knowledge management into single delivery platform
- Four core roles defined: Head of Delivery, CSOs, Service Leads (SLs), ICs
- CSOs and SLs work together with one degree of separation from ICs
- Standards will define floor expectations, checkpoints enforce standards, roles define accountability
Core Delivery Standards
- Five universal standards for all delivery work:
- Own the outcome
- No surprises
- Show prepared
- Distilled complexity
- Deliver value and close the loop
- All work products and processes must ladder up to these standards
- Standards serve as fallback for resolving conflicts and ambiguity
Project Lifecycle & Review Process
- Linear flow: SOW → Project Plan → Project Review Meeting → Linear Execution
- Project review acts as gate before execution begins
- Multiple sign-offs required: SL, CSO, Head of Delivery, Client
- CSO owns project plan document and presentation
- Review structured as “thesis defense” with comprehensive questioning
- Material changes require returning to review process
Service Lead Role Definition
- Primary focus: Technical architecture and engineering management
- Responsibilities shifting from 80% execution/20% SL to reverse ratio
- Key areas:
- Resource management and allocation within service
- Quality standards and timeline adherence
- Playbook development for reproducible work
- Future: Hiring decisions and team upskilling
- ICs report primarily to SLs for technical guidance
- Performance measured on: Timeline adherence, bug reduction, service improvement over time
CSO-SL Partnership Structure
- CSOs handle account management and project execution oversight
- SLs provide technical expertise and resource planning
- CSOs flag quality issues to SLs for resolution
- SLs communicate resource constraints and timeline concerns to CSOs
- Cross-service blocking issues escalated through CSO, not between SLs
- Healthy back-and-forth expected on timeline vs. quality tradeoffs
Incentive Programs & Scope Management
- Delivery-sourced opportunity bonus program for CSOs and SLs
- Credit for identifying and passing qualified opportunities to sales
- Encourages proactive client expansion conversations
- Clear process for scope changes: Identify → Sales involvement → New SOW
- IC participation in bonus program deferred pending successful rollout
Next Steps
- All SLs review delivery documentation this week (30-60 minutes)
- Uttam to finalize service definitions and org chart
- Project reviews to begin immediately with CSO requests
- Weekly brown bag learning sessions for delivery leadership starting Monday
- Monthly individual reviews and quarterly team reviews planned