Worksuite AWE Org Design¶
Agentic Workforce Era (AWE) Organizational Model Version: 1.1 | April 2026 | Internal — Confidential
Unfamiliar term? See the AWE Glossary.
1. Principles¶
AWE is built on top of Worksuite's Core Principles (WHY) and Operating Principles (HOW). This section summarizes the principles that govern every AWE decision, and the AWE-specific design tenets that extend them.
For the canonical company-wide source, see Worksuite Operating Principles (WHY → HOW → WHAT).
1.1 Core Principles (WHY) — Worksuite values¶
How we behave toward ourselves, teammates, and customers.
- Family First — We respect life outside of work and design work around sustainable, healthy commitments.
- Flexibility — We adapt quickly to customer needs and changing constraints, without losing focus or standards.
- Fairness — We are consistent, transparent, and equitable in how we treat people and make decisions.
1.2 Operating Principles (HOW) — The 3 Ps¶
How we work every day. Pick the right work. Run the work well. Finish the work.
- P1: Prioritization. Focus on what matters most; say no to the rest. Anchored in the Big 3 Metrics (ARR, eNPS, Operating Cash Burn) and the FY26 Annual Objectives.
- P2: Process. Repeatable ways of working so great outcomes aren't accidental. Standardize & Automate. Time-Boxed Initiatives (30–90 days). Continuous Improvement. Metrics as Feedback Loops.
- P3: Performance. Own outcomes; deliver results. Single-Threaded Ownership (STO). D3s (Discuss, Debate, Decide). Solution-Driven Mindset. Collaborate over Communicate.
1.3 Big 3 Metrics & Annual Objectives¶
Every BSA and TSA anchors customer work and platform work to the Big 3 and the Annual Objectives. If a CSB, TSB, PSB, or BC doesn't materially move ARR, eNPS, or Operating Cash Burn — or advance an Annual Objective — it's not a priority. See the Glossary for the current Big 3 definitions and the FY26 Objectives list.
1.4 AWE Design Tenets¶
Principles specific to how AWE is designed. These extend the 3 Ps; they don't replace them.
- People First. Technology amplifies people; it doesn't replace the commitment to them.
- Small = Speed = Competitive Advantage. Smaller teams with agentic tooling move faster than large teams without it.
- Lean Into What Humans Excel At. Empathy, judgment, experience, creativity, relationship-building. Everything else is fair game for agentic augmentation.
- No information bottlenecks. Agentic tools give every IC access to intelligence that was previously locked behind management layers.
- Fail fast, learn fast, pivot fast. The 3-day BC and 3-week TSB caps enforce this.
- STO everywhere. Every work product has one IC accountable. Agents measure objective criteria; the Player/Coach delivers the feedback.
2. Organizational Structure¶
2.1 Worksuite Leadership Team (WLT)¶
The leadership team is focused on People & Execution, not day-to-day management or decision-making.
| Role | Responsibility |
|---|---|
| CEO + CSA | Joey Boothe. Org World Model + Org Operating Model. Also holds the CSA (Chief Solution Architect) seat: SA Group Leader over BSA + TSA teams; tiebreaker and resource arbiter when D3 among peers doesn't reach consensus. Sits at the center of everything. |
| COO | Ryan Doyle. Owns Finance, People Experience, and Security & Infrastructure. Operational backbone. |
| VP of People Success | Diana Upson. Owns People Success. Reports to CEO. Employee happiness, health, motivation. Guardian of the Core Principles (Family First, Flexibility, Fairness). |
| Head of Services and PayOps | Cristin Monnich. Owns Worksuite Services (Payment Operations, Compliance Operations, Help Desk). Operational service delivery. Reports to CEO. |
The VP of People Success reports directly to the CEO, and T-SEMS results flow to the CEO first. This preserves the CEO's foundational commitment to people while allowing focus on World Model and Operating Model stewardship. The Head of Services and PayOps reports to the CEO and owns operational service delivery across the organization.
2.2 Core Functions¶
Minimal, focused teams that provide essential organizational capabilities:
| # | Function | WLT Owner | Purpose |
|---|---|---|---|
| 1 | Sales & Marketing | CEO | Revenue generation, market positioning, demand creation |
| 2 | Finance | COO | Financial operations, reporting, compliance, planning |
| 3 | Security & Infrastructure | COO | Information security, IT infrastructure, platform reliability |
| 4 | Worksuite Services | Head of Services and PayOps | Payment Operations, Compliance Operations, Help Desk |
| 5 | People Success | VP of People Success | Employee happiness, health, and motivation |
| 6 | People Experience | COO | Employee tools, access, data, AI, processes, and communication |
Core Function team members are ICs. Worksuite Services team members also contribute to Build Cycles (BCs) and potentially Platform Solution Builds (PSBs) based on their technical expertise.
Note: Services does NOT equal professional services or solution implementation. Those are owned by BSAs. Worksuite Services encompasses the operational functions: Payment Operations, Compliance Operations, and Help Desk.
2.3 People Success (VP of People Success)¶
Handles traditional HR responsibilities, but the primary mission is ensuring employees are happy, healthy, and motivated.
- WLT Owner: VP of People Success (Diana Upson), reports directly to CEO
- Guided by: Core Principles — Family First, Flexibility, Fairness
- Measures: T-SEMS (Team SEMS) for employee health; results flow to CEO first
- Focus areas: Wellbeing, engagement, culture, conflict resolution, career development
2.4 People Experience (COO)¶
Handles employee operational excellence and efficiency. Responsible for ensuring every team member has:
- The right tools
- The right access to data
- The right access to AI models and agents
- The right processes
-
The right communication methods
-
WLT Owner: COO
People Experience fills the operational gap left by removing traditional management layers. In the old model, managers ensured their teams had what they needed. In AWE, People Experience provides that function at the organizational level.
2.5 Solution Architects¶
The majority of the organization. Two parallel tracks that work together:
Business Solution Architects (BSAs)¶
- Work with customers across the entire customer journey
- Learn the customer's business and their unique challenges
- Design solutions leveraging the ICE Framework that call upon the Worksuite Platform and Services
- Own CSBs (Customer Solution Builds) as STO within the CAP (Customer Account Plan)
- Agentic tooling replaces the traditional product management function: gathering information, documenting information, routing information
Technical Solution Architects (TSAs)¶
- Work with BSAs to enhance the Worksuite Platform or extend Worksuite Services to build customer solutions
- Leverage the ICE Framework for technical decision-making
- Own TSBs (Technical Solution Builds) as STO
- Initiate PSBs (Platform Solution Builds) when they identify the need to extend the platform
- Multiple TSAs can collaborate on PSBs for core modules or cross-module feature sets
CSA (Chief Solution Architect) / SA Group Leader¶
- Held by the CEO (Joey Boothe). The SA Group Leader seat is not a separate person; it is a hat the CEO wears over the BSA + TSA teams.
- Not a traditional manager; a tiebreaker and resource arbiter
- Resolves allocation disputes when the D3 Framework (Discuss, Debate, Decide) among peers doesn't reach consensus
- Ensures the SA team is executing against the Org World Model and Org Operating Model
- Focus is People & Execution, not day-to-day decisions
2.6 Why Product Is Dead¶
Traditional product management was an information-routing function: gather requirements, prioritize, translate between business and engineering, hand off.
In AWE: - BSAs gather requirements directly from customers and prioritize using ICE - TSAs make technical platform investment decisions (PSBs) based on patterns they see across CSBs - Agentic tooling handles the information processing that product managers used to do manually - ICE replaces the prioritization frameworks that product teams used to own
There is no product function. The BSA + TSA loop, powered by ICE and agentic tools, replaces it entirely.
3. Frameworks¶
3.1 ICE Framework (Intent, Context, Evaluation)¶
The universal operating model for solution building across the entire organization.
| Component | Purpose |
|---|---|
| Intent | What are we trying to achieve? What is the desired outcome? |
| Context | What do we know? What data, constraints, history, and relationships are relevant? |
| Evaluation | How do we measure success? What are the criteria for done? |
Both BSAs and TSAs use ICE. BSAs apply it to customer solutions. TSAs apply it to technical builds and platform extensions.
3.2 D3 Framework (Discuss, Debate, Decide)¶
Used for collaborative decision-making, particularly resource allocation among ICs.
- Discuss: Surface the problem and gather perspectives
- Debate: Challenge assumptions, explore trade-offs
- Decide: Reach consensus or escalate to SA Group Leader
3.3 DPEV (Discuss, Plan, Execute, Verify)¶
The SDLC model, retrofitted to support speed and iteration:
| Stage | Purpose |
|---|---|
| Discuss | Align on what needs to be built and why |
| Plan | Define the approach, scope, and acceptance criteria |
| Execute | Build the thing |
| Verify | Confirm it works, meets criteria, and is ready to ship |
Scaling Model¶
DPEV operates in a repeating cycle:
Each iteration targets a 3-day cycle. This cadence applies to Build Cycles and rolls up into TSBs and CSBs.
3.4 T-SEMS (Team SEMS)¶
Employee health measurement framework used by People Success to track team wellbeing, engagement, and motivation.
4. Work Products¶
4.1 Hierarchy¶
CAP (Customer Account Plan)
└── CSB (Customer Solution Build) — BSA is STO
├── Leverages Worksuite Platform
├── Leverages Worksuite Services
└── One or more TSBs
└── TSB (Technical Solution Build) — TSA is STO
└── One or more BCs
└── BC (Build Cycle)
├── Platform Features
└── Platform Fixes
PSB (Platform Solution Build) — TSA-initiated, multi-TSA
└── Core Modules / Cross-Module Feature Sets
└── TSBs → BCs (same structure)
4.2 Definitions¶
| Work Product | Definition | Owner (STO) | Time Cap |
|---|---|---|---|
| CAP | Customer Account Plan. The strategic plan for a customer relationship. | BSA | Ongoing |
| CSB | Customer Solution Build. A discrete solution built for a customer's specific need. May leverage Platform, Services, and/or TSBs. | BSA | — |
| TSB | Technical Solution Build. A technical implementation that extends the Platform or Services. Comprised of one or more BCs. | TSA | 3 weeks max |
| BC | Build Cycle. The atomic unit of technical work. A combination of Platform Features and/or Platform Fixes. Follows DPEV. | TSA | 3 days max |
| PSB | Platform Solution Build. Addition of core modules or cross-module feature sets. TSA-initiated when platform extension is needed. Comprised of TSBs. | TSA(s) | — |
4.3 STO (Single Threaded Owner)¶
The person responsible for coordinating work and making final decisions within a group of ICs working on a work product. Not a manager. An IC who has decision authority and accountability for that specific work product.
4.4 Flow¶
Customer-driven (BSA-led): 1. BSA identifies customer need within the CAP 2. BSA designs solution using ICE → creates CSB 3. CSB may require technical work → BSA engages TSA(s) 4. TSA creates TSB(s) → breaks into BCs (3-day max each) 5. BCs follow DPEV → Ship → Complete → Next Milestone 6. TSB completes (3-week max) → feeds back into CSB 7. BSA delivers solution to customer
Platform-driven (TSA-initiated): 1. TSA identifies need to extend Platform based on patterns across CSBs/TSBs 2. TSA initiates PSB, potentially pulling in other TSAs 3. PSB is structured as TSBs → BCs (same hierarchy and time caps) 4. Completed PSB extends Platform capabilities available to all BSAs
5. How It All Connects¶
┌───────────────────────────────┐
│ Worksuite Leadership │
│ Team (WLT) │
│ │
│ CEO COO CSA │
│ VP People Success │
│ Head of Services and PayOps│
│ │
│ Focus: People & Execution │
└────────┬─────┬──────┬─────────┘
│ │ │
┌─────────────┘ │ └─────────────┐
│ │ │
┌────────┴────────┐ ┌──┴─────────┐ ┌────┴───────────┐
│ Core Functions │ │ People │ │ Solution │
│ (CEO + COO) │ │ Functions │ │ Architects │
│ │ │ │ │ (CSA) │
│ Sales & Mktg │ │ People Success │ │ │
│ Finance │ │ (VP People │ │ BSAs ◄──► TSAs │
│ Sec & Infra │ │ Success) │ │ │
│ Worksuite │ │ │ │ CSBs TSBs │
│ Services │ │ People │ │ (CAPs) BCs │
│ (Head of │ │ Experience │ │ PSBs │
│ Services and │ │ (COO) │ │ │
│ PayOps) │ │ │ │ │
└──────────────────┘ └────────────────┘ └─────────────────┘
◄── ICE Framework powers all solution work ──►
◄── DPEV governs all builds ──►
◄── D3 resolves disputes ──►
6. Key Design Decisions¶
| Decision | Rationale |
|---|---|
| Kill the product function | BSAs + TSAs + ICE + agentic tools replace the information-routing role that product management served |
| Near-zero managers | Agentic tools give every IC access to intelligence that previously required management layers to distribute |
| 3-day BC cap | Forces speed, reduces resource contention, enables fast failure and learning |
| 3-week TSB cap | Prevents scope creep and ensures technical work stays focused and shippable |
| Worksuite Services under Head of Services and PayOps | Cristin owns PayOps/CompOps/Help Desk as a unified operational function. Separating from COO keeps operational service delivery focused. |
| Services ≠ professional services | Professional services and solution implementation are owned by BSAs. Worksuite Services is operational. |
| Worksuite Services ICs contribute to BCs/PSBs | No silos. Domain expertise flows where it's needed |
| People Experience as a core function | Fills the "does my team have what they need" gap left by removing managers |
| VP of People Success reports to CEO, not COO | Preserves the CEO's foundational commitment to people. T-SEMS flows to CEO first. |
| TSA-only PSB initiation | Platform investment is a technical decision, not a product decision |
| CSA as WLT member | SA Group Leader is a C-level role, preserves flat IC structure while providing executive-level resource arbitration |
| WLT focused on People & Execution | Leadership does not manage day-to-day decisions. They steward models, people, and execution quality. |
| Head of Services and PayOps as WLT member | Worksuite Services is operationally distinct from both COO (infrastructure/finance) and CSA (solution architecture). Dedicated leadership ensures service quality. |
7. Glossary¶
See AWE Glossary for canonical definitions of all roles, work products, frameworks, and operating terms.
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