Delivery Performance One-Pager
For: CSOs, SLs, ICs, and delivery leadership Purpose: One page that defines what to hit, what excellent looks like, and how Q3 bonuses are earned.
This is the canonical scorecard. Other delivery performance docs reference this one.
How to read this
Each KPI has three things:
- Hit it (Floor): the threshold you must meet to be doing the job
- What “hitting” means in practice: the measurement and evidence used
- Excellence: the higher bar that unlocks bonus bands
Q2 is floor stabilization. Q3 is when bonus bands apply.
Weekly scoring rubric (CSO and SL)
Use this rubric every week for each of the 4 role KPIs:
| Weekly KPI status | Score | Meaning |
|---|---|---|
| Missed floor | 0 | KPI threshold not met this week |
| Hit floor | 1 | Floor met, but excellence not met |
| Hit excellence | 2 | Excellence standard met this week |
Weekly role score (0-100):
- Sum KPI scores (max 8 points for 4 KPIs)
- Weekly score =
(points earned / 8) * 100
Quarter scoring rule for bonus bands:
- A KPI counts as excellence-achieved for the quarter when:
- floor is met in all eligible weeks, and
- excellence is met in at least 75% of eligible weeks.
- 25% band = excellence-achieved on 3 of 4 KPIs
- 50% band = excellence-achieved on 4 of 4 KPIs
CSO scorecard
Objective: Clients know where things stand, what’s at risk, and what’s needed next. Own project plan artifacts and drive presentation narrative.
| # | KPI (hit it) | What hitting means | Excellence |
|---|---|---|---|
| 1 | 100% of weekly client updates include status, risks, asks, next steps | Every active account has a weekly written summary. Each summary contains all four sections explicitly labeled or clearly present. Evidence: client comms log or Slack/email thread. | 100% met and ≥ 80% include a concrete artifact, demo, or capability update |
| 2 | 100% of projects with explicit success criteria defined before build begins | Every active project has documented, written success criteria approved by the client sponsor before the first IC ticket is created. Evidence: SOW or project plan in vault; Linear milestone description. | Criteria are measurable and testable (e.g., “dashboard loads in <3s, shows 3 KPIs, sponsor-approved”) rather than descriptive |
| 3 | 100% of client-facing asks triaged to ticket/backlog within 24 hours | Every client request, question, or scope item received in any channel is logged in Linear within 24 hours. Evidence: Linear ticket creation timestamp vs receipt timestamp. | 100% met and every ask is correctly classified (in-scope / backlog / declined) with written rationale |
| 4 | 100% of active projects have a current project plan linked to Linear | Every active project has a project plan artifact (vault doc) linked from the Linear Project, kept current weekly with milestone/status/owner. Evidence: Linear Project description + plan link timestamp. | 100% linked and plan reflects the latest milestone and risk view from the most recent CSO-SL alignment |
CSO bonus math
- Eligibility gate (Q2): all 4 CSO KPIs hit at floor
- 25% bonus band (Q3): gate met + excellence on 3 of 4 KPIs
- 50% bonus band (Q3): gate met + excellence on all 4 KPIs
- Impact adders (additional, up to 2/quarter): expansion closed; renewal secured ≥ 30 days before contract end
SL scorecard
Objective: Own technical and quality outcomes. Own playbooks, standards, skills development related to service line.
| # | KPI (hit it) | What hitting means | Excellence |
|---|---|---|---|
| 1 | ≥ 90% technical QA/sign-off completed before milestone close date | At least 90% of milestone closes have an SL technical sign-off documented before the milestone is marked done. Evidence: Linear milestone close timestamp vs SL sign-off comment timestamp. | 100% sign-off and sign-off includes an explicit checklist (tested, reviewed, acceptance criteria met) |
| 2 | < 10% reopen rate on “done” delivery tickets | Fewer than 10% of tickets marked “Done” are reopened within 14 days due to quality issues. Evidence: Linear status transition log; reopen label. | < 5% reopen rate overall and zero reopens on client-visible milestones |
| 3 | < 10% of timeline misses are Brainforge-caused due to technical underestimation | Of all timeline misses in the period, fewer than 10% are classified as Brainforge technical underestimation (vs client delay, external dependency, approved scope change). Evidence: per-miss root cause noted in Linear or vault; HoD/CSO confirm classification. | < 5% and SL flags estimation risk before the miss, not after |
| 4 | ≥ 1 playbook entry created or updated per sprint | At least one playbook entry per sprint is created or updated, traceable to an actual delivery failure or repeated friction pattern. Evidence: PR or vault commit referencing the triggering delivery event. | ≥ 1 update per sprint and at least 2 live engagements use the playbook with CSO-confirmed quality |
SL bonus math
- Eligibility gate (Q2): all 4 SL KPIs hit at floor
- 25% bonus band (Q3): gate met + excellence on 3 of 4 KPIs
- 50% bonus band (Q3): gate met + excellence on all 4 KPIs
- Impact adders (additional, up to 3/quarter): playbook impact (CSO-confirmed material improvement); offer co-creation closing ≥ $25K deal
IC scorecard
Objective: Execute scoped work with high quality before problems become surprises. Protect and expand delivery-led revenue.
ICs are not on the CSO/SL variable bonus model. Strong IC performance against these KPIs drives role growth, comp review, expanded scope, and participation in referral / SOP / upsell programs where credited.
| # | KPI (hit it) | What hitting means |
|---|---|---|
| 1 | ≥ 80% of assigned tickets completed within SLA | At least 80% of open issues assigned to the IC are updated or completed within the agreed 48-hour update SLA. Evidence: Linear audit; SL weekly hygiene check. |
| 2 | 100% of escalations include blocker, risk, what was tried, and proposed next step | Every IC escalation contains all four elements before being passed to SL/CSO. Evidence: Slack escalation thread or Linear blocker comment, reviewed by SL. |
| 3 | ≥ 80% committed tickets delivered without exec intervention | At least 80% of tickets the IC commits to in a sprint are delivered (or proactively re-scoped) without requiring HoD or founder intervention. Evidence: Linear cycle completion + HoD intervention log. |
| 4 | ≥ 90% client requests handed off in first-touch without need for a call (CSO for scope/timeline, SL for technical-quality) | At least 90% of client requests routed to the IC are passed to the right owner (CSO/SL) on first touch, without requiring a follow-up call to clarify ownership. Evidence: client comms log; HoD spot check. |
Support BAU (operating, not bonus-gating for CSO/SL)
These are still required for operating health. Misses here drive performance management, not the CSO/SL bonus gate directly.
| Function | KPI |
|---|---|
| Delivery Ops | 100% of client-facing asks logged in Linear and tied to milestones |
| Delivery Ops | 100% of active projects have top-down SOW to bottom-up ticket mapping |
| Delivery Ops | ≥ 80% utilization in weekly delivery capacity reporting |
| Delivery Ops | ≥ 60% overall delivery gross margins across all accounts |
| L&D | ≥ 1 platform update distributed per week via the doordash workflow |
| L&D | ≥ 80% of active delivery team used the refire workflow at least once per week |
| People Operations | Complete org chart covering 100% of current team members |
| People Operations | Updated descriptions for 100% of roles, including active and expected new hires |
| People Operations | 90% of new hires submit onboarding feedback with a 85/100 rating or higher |
| People Operations | 100% new hires paired with a buddy submit feedback on Day 30 |
How bonus determination works (Q3)
| Performance level | Outcome |
|---|---|
| Floor missed in Q2 | Not eligible for Q3 delivery-performance bonus. Documented in weekly operating review; HoD opens a corrective conversation; second miss on the same KPI within 60 days = formal note + ineligibility. |
| Floor met, excellence on 3 of 4 KPIs | 25% bonus band |
| Floor met, excellence on all 4 KPIs | 50% bonus band |
| Excellence + impact triggers | Additional bonus per trigger (CSO up to 2; SL up to 3) |
Process and disputes: see Bonus eligibility policy.
Source of truth
| What | Where |
|---|---|
| Live BAU tracker | Q2 Delivery OKRs (Google Sheet) — Delivery OKRs tab |
| Eligibility, payouts, disputes, proration | Bonus eligibility policy |
| Behavior standards, weekly self-checks, worked examples | Delivery leadership operating guide |
| RACI for CSO/SL/IC seams | IC RACI |
Review period
In review through Friday EOD. Bring questions on:
- KPI clarity (does “hitting” feel concrete?)
- Evidence sources (do you trust the data?)
- Excellence standards (is the excellence bar fair and controllable?)
- Bonus band math (does 3-of-4 / 4-of-4 feel right?)
After Friday this is the locked baseline. We re-level CSOs, SLs, and ICs against it for Q2 execution.
Last updated: 2026-04-28