🛠️ Seat Charter · Delivery & Client Operations Lead · Tier 2 · v1.1 · 🟢 Live
What this seat exists to deliver, what it is responsible for, what it may decide, and how it is measured.
Part of the REMAP Business Operating System. Approved September 2026 · Reviewed at each quarterly.
⭕ Seat status: Vacant. Held by the Integrator on an interim basis, with the Project Manager collecting the scorecard lines.
To be resolved by 31 October 2026: filled internally, or the external hire decision documented.
Every seat sold is filled within ten days, retained, and renewed.
Clients stay because value keeps arriving; specialists perform to a standard; the bench is always ready for the next placement.
| Reports to | Integrator / COO |
| Directs | Project Manager · Client Success · HR Recruiter · Business Analyst · AIS Pool |
| Reviews | Three agent-led responsibilities 🤖: L1 Client Support · Bench & Capacity Monitoring · Onboarding & Offboarding |
| Works with | The Architects, who review specialist work quality and lead strategy reviews |
See Accountability Chart.
| Metric | Target |
|---|---|
| Active seats | Per plan curve |
| Seats churned | 0 |
| Placement-ready AIS on bench | ≥ 5 (4 standard, 1–2 senior) |
| Seats sold, not yet started | 0 beyond 10 days |
| Open client issues > 48 hours | 0 |
| Client satisfaction pulse (monthly) | No client below threshold |
| Clients at risk | Count, with an owner each |
| Clients with roadmap runway under 60 days | 0 |
See Weekly Scorecard.
See Quarterly Priorities.
Funds received → specialist working in the client's business within ten days.
Nothing starts before funds are received.
Placement-ready bench held at five or more (four standard, one to two senior), separate from the internal core team, which is capped at about three permanent members. Everyone else is fractional or placeable. Between placements, a good performer works on internal projects and the agent backlog and stays on the ready bench.
Bench rules
| Trigger | Result |
|---|---|
| Two months without a successful placement, or five client interviews without selection | Review of whether the person stays |
| Released by a client for poor performance | Reviewed for exit |
| Stepped down to fractional by a client | Works internally and is put forward for a second placement |
Client-at-risk flags. Any one of these goes to the Integrator within 24 hours and triggers an Architect-led strategy review:
Every embedded specialist:
| Standard | Detail |
|---|---|
| Hours | 40-hour contractual obligation |
| Public holidays | Pakistani public holidays communicated to the client at setup |
| Responsiveness | Client messages acknowledged within two business hours |
| Reporting | Daily stand-up note to the client; weekly report to the client and to the Project Manager |
| Availability | Tracked |
| Leave | Requested and communicated through the Project Manager in line with the Leave policy, with cover arranged |
| Documentation | To REMAP standards |
| R&D | Attends internal R&D workshops, shares what clients responded to (anonymised), and packages work the Project Manager flags as reusable |
Work quality is reviewed by the Architect (technical) and the Project Manager (delivery and communication). R&D participation is the standard, not a quota; the Project Manager and Architects note who does not contribute.
The Project Manager owns delivery tracking in Jira for every client, client reporting, risk escalation, and the roadmap cadence: first project live in month one, strategy review at month 2.5, quarterly thereafter. Scope changes inside the roadmap are the Project Manager's call; anything that changes the commercial terms goes to Revenue.
The HR Recruiter owns the candidate pipeline: sourcing, screening (agent-assisted), technical interview with an Architect, offer, and onboarding to the bench. Target: a placement-ready specialist available within two weeks of demand, with the bench baseline maintained ahead of the plan curve (three placements a month).
The Business Analyst owns the BOS agent: scorecard snapshot before every Monday sync, action tracking, and documentation of core processes as they are agreed. Reviews the Bench & Capacity and L1 Client Support agents' output with Client Success.
| Cadence | What happens |
|---|---|
| Daily | Specialist stand-up notes to clients. L1 agent queue reviewed by Client Success; anything unresolved past 48 hours escalated. |
| Weekly | Value update to every client. Scorecard lines before the Monday sync. Bench and placement status. Client-at-risk list reviewed with owners. |
| Monthly | Satisfaction pulse sent and read. Bench review against the two-month and five-interview rules. Specialist quality reviews with the Architects. Term-end dates for the next 60 days reviewed with Revenue. R&D participation reviewed. |
| Per client | Kickoff in week one. Strategy review in week one or two of month three. Quarterly review thereafter. Renewal conversation before month three ends, never after. |
Principle: Delivery decisions are made close to the client and quickly; anything touching money, headcount or a client's continued engagement is visible to the Integrator within 24 hours.
Approved by the founder, September 2026; reviewed quarterly.
| Action | Delivery seat / role | Approval | Notes |
|---|---|---|---|
| Commit a start date to a client | Client Success, once funds are received and a specialist is matched | — | Ten-day target. |
| Specialist replacement at a client's request | Project Manager initiates; Client Success manages the client | Integrator informed within 24 hours | Ongoing replacement guarantee. |
| Client-at-risk escalation and Architect strategy review | Client Success raises; seat holder convenes | Integrator informed within 24 hours | Any one flag is sufficient. |
| AIS hire onto the bench | HR Recruiter, with Architect interview | Monthly summary to the Integrator | Within the bench plan. |
| Release of a specialist under the bench rules or after client poor-performance feedback | Seat holder decides | Monthly summary to the Integrator | Exit handled with HR Recruiter and Finance & Legal. |
| Specialist leave approval and cover | Project Manager | — | Per the Leave policy; client informed. |
| Scope change inside the roadmap | Project Manager | — | Commercial changes go to Revenue. |
| Credits, refunds, fee waivers | No | Integrator decides; Finance & Legal processes | |
| Internal core team headcount above three | No | Integrator decides |
| System | Role | Purpose |
|---|---|---|
| Jira | Admin (Project Manager); member (specialists) | Client project tracking, roadmap sequencing |
| Twenty CRM | Client records, health fields, term dates | Client Success, at-risk flags, renewals |
| Discord | Client channels and internal delivery channels | Daily notes, escalation |
| Client portal | Onboarding and offboarding flows | Kickoff, hosting handover at exit |
| Survey tool | Owner (Client Success) | Monthly satisfaction pulse |
| Recruiting tools and screening agent | Owner (HR Recruiter) | Bench supply |
| Internal task platform (to be confirmed) | Member | Bench, onboarding and operations tasks |
| What fit looks like for this seat | |
|---|---|
| Understands | Embedded staffing delivery; what makes a client stay; how to run a bench against a growth curve; how to hold specialists to a standard without becoming the escalation point for everything. |
| Wants | To be measured on retention, time-to-start and bench readiness. |
| Capacity | The seven responsibilities above, with four direct roles and three agents carrying volume. |
See Seat Fit Assessment.
| Responsibility | Sits with |
|---|---|
| Selling, pricing and commercial terms | Revenue & Partnerships |
| Technical architecture and specialist technical review | Technology (this seat schedules and acts on it) |
| Payments, credits and contracts | Finance & Legal |
| Marketing collateral and case material production | Marketing (this seat supplies the raw material from the value loop) |
REMAP Business Operating System · Seat Charter: Delivery & Client Operations Lead · v1.1 · September 2026 · Internal · Reviewed at each quarterly