PILLAR III·TEAM GROWTH AND ENABLEMENTSTRENGTHENAs of September 2026

Capacity moves to ConveyIQ through reorganization, inside the current cost structure.

OUTCOME

The team that builds ConveyIQ grows at the rate it can absorb, from three sources in a fixed order, through one onboarding path, with a gate that opens only when the last increment has been absorbed. Success is a plan in which every added person has a ramp, a mentor, and a first deliverable inside the framework, and in which the headcount curve and the spend curve are the same line.

WHY IT MATTERS

Expansion is the plan, but expansion faster than the framework and the current team can absorb produces the disaster the command-and-control structure exists to prevent. Each engineer added before the process is codified costs the existing team's time and dilutes the standard. Growing deliberately is what makes the acceleration compound rather than collapse, and it is the direct answer to the commitment that capacity moves inside the current cost structure.

1 · GROWTH IS A THROTTLE, NOT A TARGET
EXHIBIT 1

The team grows only when the last increment has been absorbed.

Source: Convey Innovation, Pillar III operating model · As of September 2026

Demand is derived from the wave plan; capacity comes from three sources in priority order; a readiness gate checked at every wave close decides whether the next increment proceeds; every addition ramps through the framework to certification; module teams are the unit of growth; and the measures of absorption feed back into the gate. The ConveyIQ OS core stays small and is staffed by the CIO outside this mechanism.

Demand from the wave plan.Wave 1Wave 2FTE demand by roleBackendFrontendDataQAPODeliverySkills requiredTemporal · SupersetLiveJourney DSLMulti-tenant securityUtility domainCapacity gap,sized and skilled.Three sources, in this order.1Agentic leverage —throughput per engineer risesbefore anyone is added.measured, not assumed.2Transfer from Convey Technology —named engineers, named quarters,a move, not a loan.Convey Technologytalent slateEngineers move in.3External hire —only for skills neithersource supplies.Capacityincrement.Readiness gateGATEMentor availableCurriculum currentDoD first-pass rateabove thresholdCycle time stable, twowavesDefect escape rateunder thresholdPrior additioncertifiedall six green, gate open, increment proceedsany amber, increment waits one waveany red, team stabilizes before growingProceedswhen open.Every addition ramps.Certified — first storypasses the gate on thefirst attempt.Week 1OrientWeek 2PlatformWeek 3SupervisedbuildWeek 4SolobuildtoQualityGateMentor ratio 1:2;no third until bothare certified.Certifiedengineerjoins a team.Module teams.ConveyIQ OS core —one team, staffed by the CIO,does not grow by this mechanism.ModuleTeamQualityReliabilityTimelineModuleTeamQualityReliabilityTimelineModuleTeamQualityReliabilityTimelineNext team —opens onlywhen the gateis open.Absorption measuresLeading· Mentor load· WIP vs limit· New-person review pass rateLagging· Cycle time· Defect escape rate· Time to certificationMeasures set the gate.gate open, safegate closed, unsafecapacity from Convey Technology
Planned inside the cost structure, capped by what the team can absorb.
010203040Q1Q2Q3Q4QuarterHeadcountgategategategatesame curveUnsafe, never plannedStretch, one quarter, CIO sign…SafeMaximum absorbable — mentor ca…Planned headcountGate checkSpendOWNER TO REPLACE · placeholder values
EXHIBIT 2

Wave 1 needs n engineers the team does not have.

Source: Pillar II wave plan, sized stories; team roster · As of September 2026 · Placeholder data, OWNER TO REPLACE

Capacity need comes from Pillar II's committed waves. Sized stories roll up to FTE by role, including QA, Design, Data, Support, and Professional Services, and to skills by name. The gap between that demand and current capacity is the only basis for adding a person. The engineers counted as supply include those moving from Convey Technology into module teams under the operating model.

01234FTE−2W1−1W2Backend−1W1−1W2Frontend−1W1−1W2QA0W10W2Design0W1−1W2Data−2W1−1W2Support−1W1−1W2Prof. Services0W10W2Product Owner0W10W2Delivery LeadDemand W1Supply W1Demand W2Supply W2Gap above each pair · placeholder data OWNER TO REPLACE
SKILLS COVERAGE · ROLES × SKILLS
TemporalSupersetLiveJourney DSLMulti-tenant securityUtility domainBackendFrontendDataQAProduct OwnerDelivery LeadNo Temporal coverage in FrontendNo LiveJourney DSL coverage in DataCoveragenone → deepOrange outline: two weakest cells · OWNER TO REPLACE
EXHIBIT 3

Agentic leverage first, transfer second, hiring last.

Source: Convey Innovation, Pillar III operating model · As of September 2026
SOURCEWHAT IT SUPPLIESCOST TO THE CURRENT STRUCTUREPRECONDITIONHOW WE KNOW IT WORKED
{{ s.n }}{{ s.name }}{{ s.supplies }}{{ s.cost }}{{ s.pre }}{{ s.proof }}
TRANSFER SELECTION CRITERIA
  • Platform-relevant skills
  • Willingness
  • Manager commitment of time
  • Fit with an open module-team seat
EXHIBIT 4

A module team has one shape, and the next one opens only when the gate is open.

Source: Convey Innovation, Pillar III operating model · As of September 2026 · Team count and quarters OWNER TO REPLACE

The team does not grow by adding individuals to a pool. A module team has a defined shape, owns one or two features per wave, and is measured as a unit in Pillar II's team-level panel. The ConveyIQ OS core is a single team, staffed deliberately by the CIO, and does not grow by this mechanism.

ConveyIQ OS coreone team, staffed by the CIO, with an embedded QA seat; does not grow by this mechanism.
THE STANDARD MODULE TEAM
Lead
Eng
Eng
Eng
Eng
Two to four engineers; dashed seats open by the gate.
QA
shared across module teams
Designer
shared
Quality lead
shared
Product-owner touchpoint · outside the boundary
SEQUENCE OF TEAMS · FOUR QUARTERS
{{ t.q }}
{{ t.name }}
{{ t.gate }}
EXHIBIT 5

Four weeks from arrival to a story that passes the gate first time.

Source: Convey Innovation, onboarding curriculum · As of September 2026
CCertifiedfirst story passes the Quality Gate on the first attempt.
Week {{ w.n }} · {{ w.name }}
OBJECTIVE{{ w.obj }}
ACTIVITY{{ w.act }}
CHECKPOINT{{ w.check }}
MENTOR MODEL · 1 : 2

A mentor carries at most two people and cannot take a third until both are certified.

EXHIBIT 6

Six criteria, checked at every wave close, decide whether the next person arrives.

Source: Readiness gate record · As of September 2026 · Thresholds OWNER TO REPLACE
CRITERIONTHRESHOLDSOURCE OF THE MEASURESTATUS THIS EDITION
{{ g.name }}OWNER TO REPLACE{{ g.source }}
All six green: gate open, increment proceeds. Any amber: increment waits one wave. Any red: team stabilizes before growing.
EXHIBIT 7

A team that is absorbing growth gets faster as it grows; one that isn't gets slower within a wave.

Source: Jira transitions; CI events; onboarding roster · As of September 2026 · Illustrative lines, OWNER TO REPLACE
LeadingWEEKLY
  • Mentor load against the 1:2 limit
  • WIP against the team limit
  • Share of stories from people in their first quarter that pass review without rework
LaggingWAVE CLOSE · ONE LINE PER TEAM
Cycle time by teamdaysT1T2T3W-3W-2W-1W0Defect escape rate by teamper releaseT1T2T3W-3W-2W-1W0Time to certificationdaysT1T2T3W-3W-2W-1W0One line per team; the divergent line is the team not absorbing growth. Illustrative · OWNER TO REPLACE
WEEKLY
Leading measures, reviewed by the team lead.
WAVE CLOSE
Lagging measures.
EACH EDITION
Aggregates.

These are team measures; individual measures live in Pillar II and are reviewed one-on-one.

EXHIBIT 8

Headcount and spend are one line, and it stays under the ceiling.

Source: Growth plan; mentor roster; gate record · As of September 2026 · Placeholder values, OWNER TO REPLACE
010203040Q1Q2Q3Q4QuarterHeadcountgategategategatesame curveUnsafe, never plannedStretch, one quarter, CIOsign-offSafeMaximum absorbable —mentor capacity and gate historyPlanned headcountGate checkSpendOWNER TO REPLACE · placeholder values
EXHIBIT 9

Transferred engineers report into Innovation for platform work, so accountability holds

Source: Convey Innovation, operating model · As of September 2026
RESPONSIBILITYTECHNOLOGYINNOVATION
{{ r.name }}
{{ r.innov }}
Owns Hands off or receives
Convey InnovationPublished by Convey InnovationEdition · September 2026