Recruiting & PeopleOps AORs

Format aligned with Brainforge Objectives spreadsheet. Use for AOR construction; OKRs to follow.

Recruiting AORs (New Department)

Department	AOR Description	Q1’26 Importance	Directly Responsible Individual (DRI)
Recruiting	Establish and maintain recruiting standards and evaluation criteria (scorecards, rubrics) for each role family (delivery, platform, GTM, ops)	High	Kaela [or UNFILLED]
Recruiting	Design and run a repeatable recruiting pipeline with documented stages, SLAs, and ownership (inbound → offer)	High	Kaela [or UNFILLED]
Recruiting	Ensure 72-hour response SLA from application receipt to initial screen for all candidates	High	Kaela [or UNFILLED]
Recruiting	Maintain 100% pipeline freshness weekly—no candidate without a clear next step (advance or reject)	High	Kaela [or UNFILLED]
Recruiting	Codify hiring philosophy and role profiles (who we hire, who we don’t, must-haves, red flags)	High	Kaela [or UNFILLED]
Recruiting	Coordinate with hiring managers and founders on role requirements and prioritization	High	Kaela [or UNFILLED]
Recruiting	Manage candidate experience end-to-end (scheduling, communication, feedback loops)	High	Kaela [or UNFILLED]
Recruiting	Run interview calibration and ensure interviewers use consistent criteria	Medium	Kaela [or UNFILLED]
Recruiting	Design, pilot, and iterate the New Team Member Integration (onboarding) program	High	Kaela [or UNFILLED]
Recruiting	Own onboarding feedback loop (Day 7, 30, 90 surveys; synthesize and improve)	Medium	Kaela [or UNFILLED]
Recruiting	Document operating cadence (stand-ups, planning cycles, AOR ownership) for org scale	Medium	Kaela [or UNFILLED]
Recruiting	Liaise with Operations on offer letters, NDAs, and contractual docs for new hires	Medium	Rico Rejoso / Kaela
Recruiting	Track recruiting KPIs (time-to-fill, pipeline conversion, source quality) and report to leadership	Medium	Kaela [or UNFILLED]

Operations AORs (Reference – Existing)

Department	AOR Description	Q1’26 Importance	DRI
Operations	Maintain operational integrity across Notion, Slack, and internal systems	High	Sheshu Chandrasekar
Operations	Ensure client and team portals are consistently structured and up to date	Low	Sheshu Chandrasekar
Operations	Manage administrative workflows: NDAs, offer letters, and contractual documentation	High	Rico Rejoso
Operations	Develop and oversee standardized operating procedures (SOPs) across clients, leads, tools, and internal workflows	Low	Elizah Pineda
Operations	Liaise with Finance Team for coordinated reporting, invoicing, and compliance	Low	Rico Rejoso
Operations	Provide cross-functional support to Project Management on timelines and resource planning	High	Elizah Pineda
Operations	Serve as a central point of contact for team operational queries and escalations	High	Rico Rejoso

Finance AORs (Reference – Existing)

Department	AOR Description	Q1’26 Importance	DRI
Finance	Follow up on late invoices	High	Leo Luna
Finance	Chubb & Hartford Insurance payments	Low	Uttam Kumaran
Finance	Coordinate with Ops to lead quarterly expense review cycles; surface trends, variances, and prepare summaries for leadership	High	UNFILLED
Finance	Maintain a live tracker of all software tools, associated costs, billing cycles, and evaluate cost-saving opportunities. Own the monthly review	Low	Elizah Pineda
Finance	Support the realignment of the P&L into department-level categories and inputs to better reflect how the org operates	High	Leo Luna
Finance	Track contractor insurance compliance and align with role-specific policies	High	Leo Luna
Finance	Coordinate filings on C-Corp and track next steps on board consent, 83B, and IRS/State filings	High	Leo Luna
Finance	Submitting Ramp Payments	High	Uttam Kumaran
Finance	Expense Approval	High	Uttam Kumaran
Finance	Invoice Scheduling	High	Leo Luna
Finance	Quickbooks Management and Bookkeeping	High	Leo Luna

Company-Level Objectives

Parallel to GTM objectives. Recruiting OKRs roll up to 1–2; Operations OKRs roll up to the third.

Objective	Why	Key Results
Build a predictable, scalable hiring and org readiness engine	Move from ad hoc, founder-dependent hiring to sustained pipeline velocity and org readiness before 2× team size.	1. ≥90% pipeline freshness weekly; ≥90% first response within 72 hours 2. Evaluation criteria + sourcing approach for senior technical roles documented 3. Full comp/benefits package finalized for senior roles (healthcare, etc.) 4. New Team Member Onboarding program piloted with ≥1 new hire in Q1
Maintain operational integrity and process visibility so teams can execute without friction	Enable the delivery team; zero hidden factories; admin workflows run without founder involvement; nothing falls through the cracks; clean handoffs to Finance and delivery.	1. Centralized intake; everything visible in Linear; delivery finds what they need faster 2. Core SOPs for NDAs, offer letters, client onboarding—docs go out without founders 3. Reasonable response times for finance, clients, contractors (payments, close-out) 4. Sales-to-delivery bridge: templates and tooling ready so technical staff can start immediately
Give the Recruiting/Operations team performance-based incentives	Clear targets that unlock bonuses when pipeline health, standards, and onboarding hit the bar—skin in the game without equity.	1. Hit BAU Recruiting KRs 4 weeks in a row in Q1’26 → X% quarterly bonus 2. Hit BAU Recruiting KRs 8 weeks in a row in Q1’26 → Y% quarterly bonus 3. Miss BAU Recruiting KRs 2 weeks in a row in Q1’26 → strategic improvement plan with Robert

BAU OKRs (Recruiting)

Must hit for performance targets. Measurable, doable.

Department	Objective	Key Results	Workspace	Owner
Recruiting	Run a repeatable recruiting pipeline that meets SLAs	≥90% talent pipeline status updated weekly (every candidate has clear next step: advance or reject)	Link	Kaela
		≥90% of candidates receive first response within 72 hours of application	Link	Kaela
		Scheduling sequences or process in place to move candidates from application to interview (e.g., automated outreach or templated workflows)	Link	Kaela
		Triage/screening criteria documented for priority roles to improve filtering quality (not just volume)	Link	Kaela
Recruiting	Establish recruiting standards and land senior technical talent	Evaluation criteria and sourcing approach for senior technical roles (analysts, engineers, Linear-type) documented—focus on what we need to land higher-quality senior people	Link	Kaela
		Full comp/benefits package finalized for senior roles (healthcare, etc.) so offers are competitive and candidates don’t refuse	Link	Kaela
Recruiting	Ship onboarding and hire-to-start handoff	New Team Member Onboarding program piloted with ≥1 new hire in Q1	Link	Kaela
		Offer letter handoff to Ops within 5 business days of verbal offer; liaison process documented	Link	Kaela / Rico

Aspirational OKRs (Recruiting)

Stretch goals. Regular pulse check; team not crushed if missed.

Department	Objective	Key Results	Workspace	Owner
Recruiting	Raise the bar on candidate quality and time-to-productivity	≥70% of screened candidates receive clear outcome (advance/reject) within 1 week	Link	Kaela
		Median time from application to offer ≤21 days for priority roles	Link	Kaela
		New hires fully onboarded within 2 weeks; comfortable fit/performance evaluation possible within 2 weeks	Link	Kaela
		Onboarding feedback survey (Day 30) nets ≥4.0/5.0 average	Link	Kaela
Recruiting	Document org cadence for scale	Operating cadence (stand-ups, planning, AOR ownership) documented and socialized	Link	Kaela

BAU OKRs (Operations)

Must hit for performance targets. Measurable, doable.

Department	Objective	Key Results	Workspace	Owner
Operations	Enable the delivery team through centralized intake, visibility, and automation	Centralized intake for requests; everything we track visible in Linear (single source of truth)	Link	Sheshu
		System that creates visibility and efficiency—automation and process so delivery can execute without hunting for context	Link	Sheshu
Operations	Client and team documentation that helps people find what they need faster	Documentation up-to-date and findability-focused (help delivery find what they need faster; not cleanup or restructuring for its own sake)	Link	Sheshu
Operations	Admin workflows run without founder involvement; nothing falls through the cracks	Core SOPs documented for NDAs, offer letters, client onboarding—external-facing docs go out without founders touching them	Link	Rico
		Reasonable response times when finance, clients, or contractors reach out about payments, close-out, or admin—nothing stalls	Link	Rico
Operations	Clean handoffs to Finance and delivery	Finance: Ops supports close (payments, items to close out) per agreed cadence when closing books	Link	Rico
		Delivery: Sales-to-delivery bridge—templates (decks, Gantt charts, data platform docs) ready so technical staff can start on client immediately; internal tooling and process that speeds up delivery	Link	Elizah
Operations	Resolve operational escalations without founder bottleneck	Central ops responds to team operational queries within 24 hours; escalation paths documented	Link	Rico

Aspirational OKRs (Operations)

Stretch goals. Regular pulse check; team not crushed if missed.

Department	Objective	Key Results	Workspace	Owner
Operations	Create workflows and systems that speed up delivery	Internal trainings (e.g., Cursor effectiveness) or workflows that reduce delivery friction	Link	Elizah
		Internal communication measurement and coaching—nudges on how to communicate better in a remote environment	Link	Elizah
Operations	Give founders utilization and margin visibility for hiring decisions	Utilization visibility—who is underutilized, who is at risk	Link	Elizah
		Forecast-driven margin/capacity view (not waiting for hours locked at month-end)—know if we need to hire before closing 2–3 clients	Link	Elizah
Operations	Improve escalation resolution speed	Median time to resolve operational escalations ≤48 hours	Link	Rico

Brainforge Knowledge

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