Talent Factory — Company Objectives
Talent Factory — Company Objectives
Period: Q1 2026 (current) Last updated: 2026-03-22 Owner: Oscar (CEO)
These are the active strategic objectives guiding all factory work. When a request arrives, check which objective it serves before starting work.
OBJ-1: Ship the first product — STM EA Agent
Description: Complete and deliver the Enterprise Architecture digital talent to STM (Societe de transport de Montreal), the factory's first paying client.
Why this matters: All 17 factory workers are deployed and zero products have shipped. The factory only proves itself when a real client receives a real product.
| Key Result | Target | Status |
|---|---|---|
| WO-0001 completed through all 9 production stages | Stage 9 done | In progress (order completed 2026-03-20, delivery/feedback pending) |
| STM EA Agent passes QA certification (8/8 functional, ≥5/6 edge cases) | 100% pass | Pending |
| Client receives packaged product with user guide, skill reference, config guide | Delivered | Pending |
| Post-delivery feedback collected (OBJ-4 milestone) | Feedback form returned | Pending |
Owner: Clara (CTO), with CEO handling Billing & Support (Stage 8) for this client.
OBJ-2: Validate the digital-talent production line
Description: Run WO-0001 end-to-end through the 9-stage production pipeline and capture what works, what breaks, and what needs fixing before client #2.
Why this matters: The production line (blueprint, stages, templates, quality gates) was designed but never tested on a real order. First run reveals gaps.
| Key Result | Target | Status |
|---|---|---|
| All 9 stages executed for WO-0001 with documented outputs | 9/9 stages | In progress |
| Gaps or missing stage owners identified and logged (e.g., Stage 8 Billing owner TBD) | Gap log created | Pending |
| Lessons-learned document fed back into line definition | Doc exists | Pending |
| Stage 8 (Billing & Support) process defined before client #2 intake | Process documented | Not started |
Owner: Pablo (Production Line Architect)
OBJ-3: Complete the framework library for EA production
Description: Build out the factory's framework library (TOGAF, LeanIX, Macroscope, and AI development methodologies) so production workers have the reference material they need.
Why this matters: The STM product depends on TOGAF and LeanIX knowledge. Future production runs depend on Pablo having a validated AI dev framework. Marcel's frameworks directory is empty.
| Key Result | Target | Status |
|---|---|---|
| TOGAF overview + framework guide published | Complete | Done |
| LeanIX overview + framework guide published | Complete | Done |
| AI dev framework research completed (BMAD, OpenSpecs, GSD, Anthropic guide) | Research + selection | In progress |
| Methodology map (Marcel) created with role-to-methodology assignments | Map document exists | Not started |
| Top 5 factory roles updated with assigned methodologies in role.md | 5 roles updated | Not started |
Owner: Marcel (Methodology Specialist), with Clara (CTO) on framework selection.
OBJ-4: Establish the client feedback loop
Description: Collect structured feedback from STM after delivery and use it to improve the EA production line and the digital talent product itself.
Why this matters: Fiona (Customer Feedback Analyst) exists but has never had a real delivery to analyze. STM feedback is the factory's first real signal from a production deployment.
| Key Result | Target | Status |
|---|---|---|
| Post-delivery feedback questions sent to STM | Sent | Pending |
| Feedback returned and analyzed by Fiona | Analysis complete | Pending |
| Top 3 improvement items identified and logged as work orders or line improvements | 3 items logged | Pending |
| NPS/satisfaction score captured for first product | Score recorded | Pending |
Owner: Fiona (Customer Feedback Analyst), coordinated by Dana (Delivery Manager)
OBJ-5: Prepare for client #2 intake
Description: Define the gaps and prerequisites that must be in place before the factory can take on a second client without the CEO acting as manual fallback.
Why this matters: STM required CEO involvement in Billing & Support because no process existed. Client #2 should not repeat that. The factory must be ready to run the pipeline without improvisation.
| Key Result | Target | Status |
|---|---|---|
| Stage 8 (Billing & Support) process documented | Process exists | Not started |
| Client intake checklist updated with lessons from STM | Checklist updated | Pending |
| Methodology decision tree (BMAD vs GSD vs OpenSpec) resolved for Pablo | Decision recorded as TFD | Pending |
| Capacity check: are all required roles available for a parallel engagement? | Yes/No + gaps | Not started |
Owner: Oscar (CEO), Camille (Client Intake Manager)
Prioritization Rule
When requests compete, use this order:
- OBJ-1 first — anything blocking STM delivery takes priority over everything else.
- OBJ-2 second — production line gaps that would affect client #2 come next.
- OBJ-3 third — framework library work that unblocks active production.
- OBJ-4 and OBJ-5 — feedback and next-client prep happen after delivery, not before.
- Foundation work last — adding new factory workers, roles, or infrastructure is deferred unless directly needed for OBJ-1 through OBJ-3.
Tie-breaker: If two tasks are equally urgent, pick the one that produces a client-visible output. Internal improvements wait.
Note for Requests
When creating a request.md, reference the relevant company objective(s) in the request header. This makes it easy to assess whether a request is on-strategy or off-strategy before work begins.
Example:
strategic-objective: OBJ-1 (STM delivery)
Requests with no clear tie to an active objective should be logged in company/deferred-requests.md and reviewed at the next planning checkpoint.