AWE Glossary¶
Canonical definitions for the Agentic Workforce Era. Edit here first — every other wiki doc links back to this page.
WLT Seats¶
The Worksuite Leadership Team. Focused on People & Execution, not day-to-day decisions.
| Seat | Person | Owns |
|---|---|---|
| CEO + CSA | Joey Boothe (also known as Joey Frasier) | Org World Model + Org Operating Model. Also acts as CSA (Chief Solution Architect): SA Group Leader over BSAs + TSAs, tiebreaker when D3 fails to reach consensus. Not an approver. Sits at the center of everything. |
| COO | Ryan Doyle | Finance, Security & Infrastructure, People Experience. |
| VP of People Success | Diana Upson | People Success (wellbeing, culture, T-SEMS). Reports to CEO. |
| Head of Services and PayOps | Cristin Monnich | Worksuite Services (PayOps, CompOps, Help Desk). Reports to CEO. |
Roles¶
Job descriptions for every role in the AWE model.
BSA — Business Solution Architect¶
Purpose. Own the customer relationship end-to-end and translate customer needs into shippable solutions.
Responsibilities: - Own the Customer Account Plan (CAP) for every assigned customer. - Design solutions using the ICE Framework and author the ICE Spec inside every CSB. - Partner directly with TSAs to deliver technical work — no handoff, no translation layer. - Act as STO on every CSB they own. - Prioritize customer work using ICE, not a product roadmap. - Deliver the finished solution back to the customer.
Does not do: manage people, write PRDs, wait for product to prioritize, hand off to implementation or customer success.
TSA — Technical Solution Architect¶
Purpose. Extend the Worksuite Platform and Worksuite Services to build customer solutions, and invest in platform capability over time.
Responsibilities: - Act as STO on every TSB they own. - Break TSBs into Build Cycles (BCs) that follow DPEV and ship in ≤3 days. - Partner directly with a BSA on every CSB-driven TSB. - Initiate PSBs when patterns across customer work justify platform investment. - Pull in Worksuite Services ICs for domain expertise when operational context is needed.
Does not do: manage people, wait for sprints, groom a backlog, file tickets for BSAs.
Player/Coach¶
Purpose. Develop people and deliver work. Every IC at Worksuite has a Player/Coach. Every Player/Coach is also an IC — they carry their own work products. The "Player" half is the direct work; the "Coach" half is growing the people assigned to them.
Who is a Player/Coach: - WLT members are Player/Coaches. - Senior TSAs are Player/Coaches for other members of the technical SA team. - Senior BSAs will be Player/Coaches for other members of the business SA team over time. - Every IC has exactly one Player/Coach.
Responsibilities: - 1:1s with direct reports. Regular cadence. The primary forum for growth conversations, blockers, and feedback. - T-SEMS health. Ensure the employee health signals for their directs stay healthy. Surface and address issues before they escalate. - Growth. Help directs develop the skills needed to take on bigger work products and, eventually, become Player/Coaches themselves. - Delivery accountability. Ensure directs are delivering excellent work against the work products they own. Agentic tooling measures the objective delivery criteria (STO obligations met, BC ships in ≤3 days, TSB ships in ≤3 weeks, etc.). The Player/Coach delivers the feedback on what the data shows. - Own direct work. Continue contributing as an IC. Player/Coach is not a management track — it's a leadership responsibility held alongside IC work.
Relationship to STO: The Player/Coach does not override STO decisions. When a BSA is STO on a CSB or a TSA is STO on a TSB, they have decision authority for that work product. The Player/Coach helps the STO remove blockers, grow where needed, and deliver — but does not approve scope, priorities, or technical direction. Those live with the STO, ICE, DPEV, and D3.
Not a traditional manager: Does not own prioritization — the STO owns prioritization for their work product, anchored to the Operating Principles (Big 3 Metrics, FY26 Objectives, ICE). Does not approve decisions (D3 does). Does not assign work (customer need drives CSBs; BSAs engage TSAs directly). Does not gatekeep information (agentic tooling does not allow for bottlenecks).
Work Products¶
Every unit of work at Worksuite maps to one of these. Templates and worked examples live in Work Product Templates.
| Term | Definition | Owner (STO) | Time Cap | Supporting Docs |
|---|---|---|---|---|
| CAP — Customer Account Plan | The strategic, living plan for a single customer relationship. Contains stakeholders, objectives, solution footprint, growth opportunities, risks, relationship health. | BSA | Ongoing | Template & example |
| CSB — Customer Solution Build | A discrete solution built for a specific customer need. Contains the ICE Spec. May leverage the Platform, Worksuite Services, and one or more TSBs. | BSA | — | Template & example |
| TSB — Technical Solution Build | A technical implementation that extends the Platform or Worksuite Services. Comprised of one or more BCs. | TSA | 3 weeks max | Template & example |
| BC — Build Cycle | The atomic unit of shippable technical work. Platform features and/or fixes. Ships at the end. | TSA | 3 days max | Template & example · DPEV Guide |
| PSB — Platform Solution Build | TSA-initiated platform investment. Core modules or cross-module feature sets. Multi-TSA. Comprised of TSBs and BCs. | TSA(s) | — (bounded by capped TSBs/BCs) | Template & example |
| ICE Spec | The Intent / Context / Evaluation document authored by a BSA inside every CSB. Replaces the PRD. | BSA writes; TSA consumes | — | CSB template |
Frameworks¶
| Term | Definition | Supporting Doc |
|---|---|---|
| ICE — Intent, Context, Evaluation | Universal framework for framing solutions and decisions. Both BSAs and TSAs use it. | ICE Framework |
| DPEV — Discuss, Plan, Execute, Verify | SDLC for every BC. Every build, every time. | DPEV Guide |
| D3 — Discuss, Debate, Decide | Worksuite's structured decision-making framework (part of Performance in the 3 Ps). Used to define the problem, review facts, and decide. In AWE, ICs use D3 for disagreements and resource contention before escalating to the CSA. | D3 Framework |
| T-SEMS — Team SEMS | Employee health measurement. Four dimensions: Wellbeing, Engagement, Motivation, Satisfaction. Owned by VP of People Success. Results flow to CEO first. | T-SEMS Framework |
Operating Terms¶
| Term | Definition |
|---|---|
| AWE — Agentic Workforce Era | Worksuite's organizational model. |
| WLT — Worksuite Leadership Team | CEO, COO, VP of People Success, Head of Services and PayOps, CSA. Focused on People & Execution. |
| SA Group | Collective term for BSAs + TSAs. Led by the CSA. |
| Worksuite Platform | The core product. Extended by TSBs and PSBs. |
| Worksuite Services | Operational service functions: Payment Operations (PayOps), Compliance Operations (CompOps), Help Desk. Owned by Head of Services and PayOps. ICs contribute technical expertise to BCs and PSBs. |
| Core Functions | Sales & Marketing, Finance, Security & Infrastructure, Worksuite Services, People Success, People Experience. |
| People Success | VP of People Success–owned function. Wellbeing, happiness, culture, conflict resolution, T-SEMS. |
| People Experience | COO-owned function. Tools, access, AI/agents, processes, communication. Fills the operational-enablement gap left by removing traditional management layers. |
| STO — Single Threaded Owner | Operating principle, not a role. The IC accountable for delivering a specific work product. BSAs are STO on CSBs; TSAs are STO on TSBs and BCs. STO rotates with the work product. Agents objectively measure whether STO delivery criteria are met; the Player/Coach delivers the feedback. |
| Core Principles — WHY | Worksuite values. How we behave. Family First. Flexibility. Fairness. See Org Design §1.1. |
| Operating Principles — HOW | The 3 Ps. Prioritization. Process. Performance. How we work every day. See Org Design §1.2. |
| Mission — WHAT | We deliver results where others can't — by combining Platform, People, and Process Reengineering in a forward-deployed way. Target customers: complex contingent workforce management. |
| AWE Design Tenets | Principles specific to AWE (extend the 3 Ps, don't replace them): People First; Small = Speed = Competitive Advantage; Lean Into What Humans Excel At; No information bottlenecks; Fail fast / learn fast / pivot fast; STO everywhere. See Org Design §1.4. |
| Big 3 Metrics | The forcing function for focus. ARR (Annual Recurring Revenue), eNPS (Employee Net Promoter Score), Operating Cash Burn. If work doesn't materially move one of these or advance an Objective, it's not a priority. |
| Annual Objectives (FY26) | Five measurable annual outcomes tied to the Big 3: (1) Grow OMC/IPG by $1.0M ARR; (2) Grow non-OMC AOR to $0.5M ARR; (3) Release 10 EASI product releases; (4) Launch rebrand + close 20 new customers; (5) Improve Gross Dollar Retention to 90%. |
| Initiative | 30–90 day, owner-led, time-boxed body of work advancing one or more Objectives. Has an STO, a clear definition of done, and a tangible outcome. |
| D3s — Discuss, Debate, Decide | Structured decision-making meetings. Define the problem, review facts/constraints, decide and move forward. Every meeting: agenda, decisions captured, owners for next actions. |
| Working Session | Real-time collaborative meeting (vs. async Slack). Used when alignment or judgment is required. |
| Solution-Driven Mindset | Expectation on every IC: bring context + proposed path, not just questions. Research the problem (including with AI), define it clearly, recommend. |
| Collaborate over Communicate | Use working sessions (not Slack threads) when alignment or decisions are needed. Slack is for bounded updates, artifacts, and simple clarifications — not unresolved questions. |
| Standardize & Automate | Systemize repeatable work; fix the process rather than the recurring problem. Standardize first, automate second. |
| Continuous Improvement | 1% every day. Everyone owns improving the system — not just leadership or operations. |
| Metrics as Feedback Loops | Each function owns 2–3 leading indicators reviewed regularly. The test: are the changes we're making actually improving how we operate? |
| Org World Model | Continuously updated, agent-accessible representation of how Worksuite runs — strategy, operations, people, delivery, platform, decisions. Replaces the context that used to flow through management layers. STO: CEO. See World Models. |
| Customer World Model | Per-customer representation of the commercial, workforce, operational, relational, and health dimensions of a single customer. One model per customer, each living in its own GitHub repository. Matures across four rungs: Descriptive → Diagnostic → Predictive → Causal. STO for the slice: BSA on the account; capability owner: CEO. See World Models. |
| Org Operating Model | The CEO's mental model of how Worksuite runs — org structure, roles, frameworks, work products. AWE is the current Org Operating Model. |
| Intelligence Layer | Agents that compose the Org and Customer World Models into answers, drafts, and recommendations at the point of decision. For Customer World Models, operates inside the customer's dedicated GitHub repository. Owned by TSAs with People Experience providing access. |
| Platform Features | New capabilities added to the Worksuite Platform inside a Build Cycle. One of two BC output types. |
| Platform Fixes | Bug fixes or reliability improvements to the Worksuite Platform inside a Build Cycle. One of two BC output types. |
| Agentic Census | The Day 1 mapping exercise that places every person into their AWE role (BSA, TSA, Core Function IC, Worksuite Services IC, Player/Coach, WLT). Used during rollout. |
| Agentic tooling | AI-assisted tools every IC uses in daily work. Not optional in AWE — the operating model depends on them. Detailed tooling wiki forthcoming. |
Canonical source. Edit here first. All other wiki docs link here rather than redefining terms.