**What You'll Own** Ultimately, you own two things: **1. Driving a High-Performance Culture** We define this as the combination of four things that reinforce each other: • **Operating cadence**: Annual, quarterly, and weekly planning, done on time, with full preparation, complete metric sets, 13-week race plans, and systematic follow-through. • **Initiative accountability**: Swim lane leaders own their targets. You own the rigor. Every major initiative has a plan, milestones, owner, and timeline — and you're the one who holds leaders to those commitments, calls out slippage early, and escalates when things stall. 4 of 5 swim lanes hit their annual targets. • **Performance management**: Activate rigorous tracking against existing scorecards for ~30 swim lane participants. Performance issues addressed within 2 weeks. • **People development**: Build the system we don't have: career pathing, growth plans, leadership development, succession planning. Zero regrettable A-player departures. These aren't four separate jobs. They're one cultural transformation. The cadence creates visibility. Visibility enables accountability. Accountability surfaces who needs development. Development retains your best people. When this flywheel is spinning, you have a high-performance culture. **2. Driving Greenfield Initiatives** Take new business lines from concept through the hard strategic decisions to scaled operation. Should we launch W2? One market or many? One service or many? What's the org structure? Go or no-go? You navigate the ambiguity, make the calls, hire the team, and drive to an answer. **Problems to Solve** • **There is no operating cadence.** Annual and quarterly planning falls on the CEO and runs late. 13-week race plans don't exist for every swim lane. Accountability reviews happen at every level but are far from consistent. You need to own this entirely: the preparation, the metrics, the follow-through, so it runs without the CEO driving it. • **Initiatives slip and fall through the cracks.** People work hard, but there aren't clear plans with timelines and milestones. Things stall without anyone noticing. You need to install the discipline so that every initiative has a plan and every commitment gets tracked. • **We don't develop our people.** We say "people are critical" and we hire like it and build a culture like it. But we aren't structurally developing anyone. No career pathing, no growth plans, no succession planning. You need to build this from nothing. • **Greenfield ventures need a driver.** We have big ambitions (W2, Robomower, new verticals) but these require someone who can navigate total ambiguity, make hard strategic calls, hire the right people, and drive to a go/no-go decision. The CEO can't do this and run the business. **What Success Looks Like (Year 1)** • You've developed a high-performance culture throughout the organization: operating cadence running on time, initiative accountability driving results across swim lanes, performance management rigorous and consistent, and people development structural and active. • You're owning and scaling a greenfield initiative that comes out of our executive planning sessions and discovery.