COO Role Brief

The operational decision-maker view of SuiteCentral 2.0: a 5-to-10-client pilot with weekly cadence, defined KPIs, day-60 and day-90 gates, and a pre-committed expansion rule.

Who this is for

The COO of Squire — the executive who must validate that SuiteCentral 2.0 will actually move operational throughput, not just look good in a dashboard. Per the CLAUDE.md operating manual, this is one of three approving leaders alongside the CFO and CTO. Not named in the corpus.

This is the most operationally specific of the three role briefs: it names the pilot scope in clients, the gate checkpoints in days, and the operating rhythm in weeks.

Decision frame (the three numbers)

ValueSource
Improvement targetOperational acceleration in setup and sync work12-role-brief-coo
Pilot scope5–10 clients12-role-brief-coo
Gate checkpointsDay-60 and day-9012-role-brief-coo

The 5–10 client scope is the first concrete operational sizing in the corpus — previous sources gave the cost envelope ($50-75K) and the time envelope (3 months) but not the operational reach.

What the COO should validate (the three asks)

Before approval:

  1. Baseline and pilot KPI definitions. KPIs should be defined before the pilot starts — the baseline numbers (where Squire is today on setup time, sync error rate, ticket volume, etc.) and the pilot targets (where Squire wants to be at day 90). Defining these upfront prevents the post-hoc “we measured the thing that worked” failure mode.
  2. Weekly operating cadence and owner assignment. There should be a named owner inside Squire and a named owner from the SuiteCentral side, with a recurring weekly check-in. If this doesn’t exist, the pilot will drift.
  3. Expansion is gated on measurable outcome attainment. Scale-out beyond the pilot is only approved if the pre-defined KPIs hit their pre-defined targets. This is the same evidence-based, reversible posture from pilot-30-60-90 applied to operations: no automatic rollout, no momentum-based decisions.

Why this framing works for a COO

  • It respects the COO’s job: protect the operation from disruption while testing whether new capability actually shows up.
  • The 5–10 client scope is small enough that an operations team can absorb it without a parallel reorg, and large enough to produce real signal (1–2 clients would be too few to draw conclusions from).
  • The day-60 + day-90 gate cadence is the operational counterpart to the CFO’s go/no-go: two early stop points, not one delayed one.
  • The pre-committed expansion rule eliminates the “we ran a pilot and now we have to do something with it” momentum problem. If the pilot doesn’t hit its KPIs, the pilot ends. Period.

What the COO should ask for (open questions in the corpus)

  • The day-60 and day-90 gate criteria, in detail. This brief says the gates exist, but the actual measurable criteria are not in this source. The CFO brief said the day-90 gate is “economics and adoption proof” — but the COO needs the operational gate criteria too (KPI thresholds, error rates, etc.). Likely in 13-PILOT-30-60-90.md (not yet ingested).
  • The KPI list itself. Which KPIs? Setup time? Sync latency? Error rate? First-call resolution? Not in this source.
  • The day-30 gate. Both the CFO and COO briefs name day-90 as a gate; the COO brief adds day-60; nobody has named a day-30 gate. Is one missing, or is day-30 just an internal milestone with no go/no-go decision attached?
  • Owner assignment specifics. Named role on each side? Single-threaded owner? Steering committee?
  • Which 5–10 clients? Pilot client selection is a decision in itself — easy clients (to maximize pilot success) or representative clients (to maximize signal)?

Cross-role context

The COO brief is one of three role briefs in the executive package — see CFO brief and CTO brief. In the live demo flow they appear as a parallel choice in step 6 of Path B (the leadership review path) — each reviewer reads the brief that matches their job rather than reading all three. See Path B for the full sequence.

The COO provides the operational throughput lens that complements the CFO’s cost lens and the CTO’s correctness lens. The COO is also the one whose team has to actually run the pilot — so a pilot the COO doesn’t believe in is dead on arrival. For one specific case — a reader who must reconcile all three perspectives, like the CEO of Squire & Company — see The Three-Role Decision Frame for the cross-role reconciliation view.

Sources

  • 12-role-brief-coo — primary source, all six claims
  • 01-executive-summary — claim 9 (Squire’s fragmented workflows), which the operational acceleration claim implicitly addresses
  • 15-start-here-async-standalone — confirms the role briefs appear as step 6 of Path B as a parallel choice (corrected the original “read together” framing)
  • 13-pilot-30-60-90 — second-source for weekly KPI pack, sponsor/owner assignment as Day 1-30 deliverables, pilot client selection timing; adds the four Gate Metrics with specific thresholds (50% time-to-integrate, 70% error rate, economics, governance)