Management Roles & Responsibilities

Management roles translate executive strategy into operational execution through clearly defined accountability, decision ownership, and coordinated execution across business capabilities.

Managers are accountable not only for outcomes within their functional domains, but also for operating within a structured responsibility allocation model designed to reduce ambiguity, prevent risk concentration, and support organizational scalability.

Responsibility Allocation Model

MorgueBoard uses a formal Responsibility Allocation Map to assign accountability and execution responsibility across core business capabilities. This model applies to both current team members and anticipated fractional or future resources.

Each capability is assigned using the following designations:

• Primary Owner (P):
  The individual ultimately accountable for decisions, outcomes, and risk within the capability. Primary ownership represents accountability, not necessarily execution workload.

• Supporting (S):
  Individuals providing meaningful execution, subject-matter expertise, or advisory input. Supporting roles may be critical to success but do not carry final decision authority.

• Fractional / Future (F):
  External partners, consultants, vendors, or anticipated hires who provide execution capacity or specialized expertise without assuming accountability.

With the exception of Executive / Corporate Leadership, each capability has exactly one Primary Owner to eliminate ambiguity and strengthen accountability.

Capability Ownership and Management Accountability

Management responsibilities are defined at the capability level rather than by title alone. Managers are expected to understand not only their direct responsibilities, but also how their role interfaces with other Primary and Supporting owners.

The following principles govern management accountability:

• Single-Point Accountability:
  Every capability has a clearly defined Primary Owner responsible for final decisions and outcomes.

• Intentional Separation of Concerns:
  Product, revenue, compliance, finance, operations, and customer relationships are deliberately distributed to avoid long-term concentration of risk.

• Explicit Support Structures:
  Supporting assignments are intentional and documented to ensure collaboration without dilution of accountability.

• Fractional Execution Without Accountability Transfer:
  External resources accelerate delivery but do not replace internal ownership, except where explicitly designated (e.g., named legal counsel).

Managerial Expectations

Managers serving as Primary or Supporting owners are expected to:

• Act within the authority defined by their assigned ownership role
• Coordinate proactively with other capability owners
• Document material decisions, trade-offs, and risks
• Escalate conflicts, capacity constraints, or systemic risks appropriately
• Reassess responsibility allocations as the organization evolves

Primary Owners are additionally responsible for:

• Ensuring capability continuity and resilience
• Managing risk exposure within their domain
• Defining when and how Supporting or Fractional resources are engaged

Evolution and Review

The Responsibility Allocation Map is a living artifact and must be revisited:

• At least quarterly
• When responsibilities materially change
• When organizational scale, risk, or complexity increases

Changes to Primary ownership or major reassignments must be made deliberately, documented explicitly, and aligned with the organization’s guiding principles.

This structured approach ensures MorgueBoard maximizes collective effectiveness while maintaining clarity, accountability, and long-term organizational resilience.

How to Use This Map

• Assign a Primary Owner (P) for accountability.
• Assign Supporting (S) where collaboration or execution support is required.
• Assign Fractional / Future (F) where capability is expected to be delivered by consultants, advisors, vendors, or future hires.

Allocation Table

Capability / Business Unit	Dom Bavetta	Nick Nell	John Baci	Nic Bavetta	Fractional / Future
Executive / Corporate Leadership	P	P	S	P
Product Management		S		P
Engineering / R&D	P			S	F
Technical Compliance, Privacy & Security	S	S		P	Genius GRC
Clinical & Operational Compliance			P	S
Operations		S	S	P
Customer Success & Support	S	S	S	P	F
Sales (Revenue Operations)		S	S	P	F
Marketing		S	S	P	F
Implementation / Professional Services	S	P	S	S
Finance & Accounting			P	S	F
People Operations (HR)		P	S
Legal & Contract Management		S		P	Lorium Law

Interpretation Guidance

• With the exception of Executive / Corporate Leadership (as owned by 3 Managing Partners), each row must have one Primary Owner (P) for accountability. A single owner eliminates ambiguity and strengthens accountability by ensuring that one person is solely responsible for the business unit's decisions and results.
• Supporting assignments (S) indicate meaningful execution or advisory responsibility.
• Fractional / Future (F) reflects intentional externalization or future delegation.
• This allocation reflects current state with deliberate rebalancing to reduce single-point dependency.
• The map should be revisited quarterly or when responsibility load materially changes.

This map should be revisited quarterly or whenever responsibilities materially change.

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Rationale for Capability Assignments

This section exists to explicitly explain why each Primary and Supporting assignment was made, with the goal of preventing misinterpretation, political friction, or ego-oriented disputes. The allocations are not statements of seniority, importance, or trust, but deliberate design choices based on skill fit, risk management, success enablement, and long-term scalability.

Guiding Principles Used for Assignments

• Primary Ownership = Accountability, not workload. The Primary is the final decision-maker and risk owner, even if most execution is shared.
• Supporting Roles are not secondary. In several capabilities, Supporting contributors provide the critical expertise without carrying final risk.
• Separation of concerns is intentional. While a single individual may temporarily hold multiple Primary accountabilities in the current state, the structure is explicitly designed to prevent long-term concentration of product, revenue, compliance, finance, and customer relationships in one role. Supporting roles and fractional execution are used to introduce checks, shared context, and de-risked delegation until ownership can be further distributed.
• Fractional resources are builders and accelerators, not accountability holders, except where explicitly named (e.g., legal counsel).

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Executive / Corporate Leadership

• Primary (Managing Partners): All Managing Partners share Primary ownership to preserve alignment on strategy, risk tolerance, and capital allocation, while remaining fully consistent with the company’s operating agreement regarding decision-making authority, voting rights, and managing partner governance.
• Supporting (John): Contributes institutional judgment and advisory perspective, informed by prior roles in corporate leadership, without diluting founder authority.

Product Management

• Primary (Nic): Deepest historical context, end-to-end product ownership, and roadmap coherence.
• Supporting (Nick): Systems thinking, critical design, and founder-level challenge without fragmenting vision.

Engineering / R&D

• Primary (Dom): Principal engineer with the deepest technical expertise and architectural ownership.
• Supporting (Nic): Ensures engineering execution remains aligned with product, security, and business priorities.
• Fractional: Explicitly allows for contractors or specialists without diluting core ownership.

Technical Compliance, Privacy & Security

• Primary (Nic): Technical system understanding and direct ownership of SaaS risk.
• Supporting (Nick): Enterprise IT governance perspective.
• Fractional (Genius GRC): Executional ownership of SOC 2 mechanics under internal accountability.

Clinical & Operational Compliance

• Primary (John): Deep hospital, pathology, and institutional compliance experience.
• Supporting (Nic): Ensures operational guidance aligns with actual product behavior.

Operations

• Primary (Nic): Cross-functional execution, tooling, and internal reliability.
• Supporting (Nick & John): Governance, process maturity, and institutional perspective.

Customer Success & Support

• Primary (Nic): Founder-led trust, immediacy, and relationship continuity that define the brand.
• Supporting (Dom): Technical escalation and data-driven issue resolution.
• Supporting (Nick): Strategic relationship support, structured follow-ups, and incremental development of a scalable technical support function.
• Supporting (John): Hospital-domain credibility and workflow context.
• Fractional: Anticipates future tiered support without commoditizing experience.

Sales (Revenue Operations)

• Primary (Nic): Pricing authority, contract risk, and margin protection.
• Supporting (Nick & John): Demo execution, enterprise credibility, and domain expertise.
• Fractional: Explicit need for GTM process and system design support.

Marketing

• Primary (Nic): Company-wide narrative control across multiple current and future verticals.
• Supporting (John): Conference and pathology-industry marketing leadership.
• Supporting (Nick): Messaging ideation and positioning support, including serving as a visible and credible external representative of the brand when appropriate (e.g., select customer, partner, or industry-facing contexts).
• Fractional: Digital marketing and campaign execution capability gap.

Implementation / Professional Services

• Primary (Nick): Ownership of implementation execution, solutions-oriented deployment, and translation of customer requirements into workable system configurations, informed by prior experience leading hospital solutions development and deployment teams.
• Supporting (Nic): Product alignment and escalation support, ensuring implementation decisions and commitments remain consistent with current platform capabilities and roadmap priorities. Technical enablement of implementations including integration development, configuration support, and engineering collaboration required to successfully deploy solutions in customer environments.
• Supporting (Dom): Technical enablement of implementations, including product changes, configuration support, and engineering collaboration required to successfully deploy solutions in customer environments.
• Supporting (John): Institutional change management, rollout pacing, and hospital-side credibility to ensure deployments align with clinical and operational realities.

Finance & Accounting

• Primary (John): Financial governance, conservatism, and stewardship.
• Supporting (Nic): Pricing logic, cost models, and revenue understanding.
• Fractional: Bookkeeping, accounting, and tax execution.

People Operations (HR)

• Primary (Nick): Founder-level trust, systems thinking, and people judgment.
• Supporting (John): Governance, policy awareness, and organizational maturity.

Legal & Contract Management

• Primary (Nic): Direct ownership of contractual risk and commercial terms.
• Fractional (Lorium Law): Named legal execution partner.
• Supporting (Nick): Alternative perspective on coprorate contracts.

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Key takeaway: This structure is designed to maximize collective effectiveness while minimizing risk concentration. Assignments may evolve, but changes should always be made deliberately, explicitly, and with the same guiding principles.