Business Unit Charters
Purpose: Define why each unit exists and how it operates.
Approved Charters
Ready For Review
- Product Management
- Engineering / R&D
- Technical Compliance, Privacy & Security
- Operations
- Customer Success & Support
- Implementation / Professional Services
- Finance & Accounting
- People Operations (HR)
- Legal & Contract Management
In Progress Drafts
High-Level Organizational Structure
| Business Unit | Purpose / Mandate | Core Functions & Responsibilities |
|---|---|---|
| Executive / Corporate Leadership | Strategic direction, governance, and company performance | Vision and strategy, corporate governance, budgeting, capital allocation, executive decision-making, investor relations, partnerships, enterprise risk oversight |
| Product Management | Ownership of product vision and market alignment | Product strategy, roadmap definition, requirements gathering, customer feedback synthesis, prioritization, lifecycle management |
| Engineering / Research & Development | Design, build, and maintain the MorgueBoard® platform | Software development, system architecture, infrastructure, QA/testing, DevOps, security engineering, performance and scalability |
| Technical Compliance, Privacy & Security | SaaS security posture and technology compliance | HIPAA Security Rule (technical), SOC 2 readiness and maintenance, cloud security governance, security architecture oversight, vendor risk (technical), incident response |
| Clinical & Operational Compliance | Alignment with hospital, pathology, and institutional standards | Joint Commission alignment, CAP considerations, hospital operational compliance, workflow governance, policy alignment with clinical operations |
| Operations | Efficient internal execution and reliability | Internal processes, documentation, tooling, vendor management, operational workflows, systems administration |
| Customer Success & Support | Adoption, retention, and customer satisfaction | Onboarding, training, support ticketing, account health monitoring, renewals, usage optimization |
| Sales (Revenue Operations) | New customer acquisition and account expansion | Enterprise sales, pipeline management, demos, contract negotiation, CRM management, expansion revenue |
| Marketing | Demand generation and brand positioning | Messaging and positioning, website and content, campaigns, events, industry presence, lead generation |
| Implementation / Professional Services | Successful deployment into customer environments | Implementations, integrations, data migration, configuration, go-live coordination, customer IT and clinical alignment |
| Finance & Accounting | Financial integrity and planning | Accounting, billing, payroll, budgeting, forecasting, revenue recognition, financial reporting |
| People Operations (HR) | Talent acquisition and workforce sustainability | Hiring, onboarding, performance management, compensation, benefits, culture, employment compliance |
| Legal & Contract Management | Legal protection and risk mitigation | Contract drafting and review, MSAs, BAAs, procurement terms, IP protection, regulatory interpretation |
Structural Design Principles
- Product and Engineering are intentionally separated to ensure market-driven roadmaps and prevent engineering-led prioritization drift.
- Compliance, Privacy & Security is elevated due to the sensitivity of healthcare and decedent data and enterprise customer expectations.
- Implementation is distinct from Customer Success & Support to preserve onboarding quality as sales volume increases.
- Revenue functions are separated into Sales and Marketing to enable specialization and scale.
- Finance, People Ops, and Legal are defined early to prevent operational and governance bottlenecks during growth.
Business Unit Capability Charters
The following capability charters define decision rights, core outcomes, and interfaces for each business unit. These charters are intentionally headcount-agnostic and may be fulfilled by a single individual, multiple individuals, or fractional/outsourced resources.
Executive / Corporate Leadership
Primary Accountability: Company direction, viability, and long-term value creation
- Owns Decisions: Vision, strategy, capital allocation, priorities, risk tolerance
- Accountable For: Company performance, strategic alignment, governance, major partnerships
- Interfaces With: All business units
Product Management
Primary Accountability: Ensuring the product solves the right problems for the right customers
- Owns Decisions: Product roadmap, prioritization, feature sequencing, customer requirements
- Accountable For: Product-market fit, roadmap clarity, stakeholder alignment
- Interfaces With: Engineering, Sales, Customer Success & Support, Implementation, Marketing
Engineering / Research & Development
Primary Accountability: Building and operating a reliable, secure, scalable platform
- Owns Decisions: Technical architecture, implementation approaches, tooling, release execution
- Accountable For: Platform stability, performance, security controls, technical debt management
- Interfaces With: Product Management, Technical Compliance, Privacy & Security, Operations
Technical Compliance, Privacy & Security
Primary Accountability: Protection of systems, data, and SaaS compliance posture
- Owns Decisions: Security standards, compliance scope, audit posture, risk acceptance (technical)
- Accountable For: SOC 2 posture, HIPAA technical safeguards, security risk management
- Interfaces With: Engineering, Operations, Legal, Customer Success & Support
Clinical & Operational Compliance
Primary Accountability: Institutional and clinical workflow compliance
- Owns Decisions: Operational compliance alignment, institutional standards interpretation
- Accountable For: Hospital-facing compliance credibility, workflow alignment with Joint Commission and CAP expectations
- Interfaces With: Product Management, Implementation, Customer Success & Support, Sales
Operations
Primary Accountability: Internal efficiency and executional consistency
- Owns Decisions: Internal workflows, tooling selection, vendor coordination, documentation
- Accountable For: Operational reliability, process clarity, internal enablement
- Interfaces With: All business units
Customer Success & Support
Primary Accountability: Customer outcomes, satisfaction, and retention
- Owns Decisions: Support processes, onboarding experience, account health practices
- Accountable For: Adoption, renewals, customer satisfaction, issue resolution
- Interfaces With: Product, Engineering, Implementation, Sales
Sales (Revenue Operations)
Primary Accountability: New revenue generation and account expansion
- Owns Decisions: Sales strategy, pipeline management, deal qualification, pricing execution
- Accountable For: New bookings, forecast accuracy, pipeline health
- Interfaces With: Marketing, Product, Customer Success & Support, Legal
Marketing
Primary Accountability: Market positioning and demand generation
- Owns Decisions: Messaging, positioning, campaigns, channel strategy
- Accountable For: Lead generation, brand clarity, market presence
- Interfaces With: Sales, Product, Executive Leadership
Implementation / Professional Services
Primary Accountability: Successful customer deployments
- Owns Decisions: Implementation methodology, deployment sequencing, go-live readiness
- Accountable For: Time-to-value, implementation quality, deployment success
- Interfaces With: Customer Success & Support, Engineering, Sales
Finance & Accounting
Primary Accountability: Financial accuracy and sustainability
- Owns Decisions: Financial controls, budgeting approach, billing processes
- Accountable For: Financial reporting integrity, cash management, forecasting
- Interfaces With: Executive Leadership, Operations, Legal
People Operations (HR)
Primary Accountability: Workforce effectiveness and compliance
- Owns Decisions: Hiring processes, performance frameworks, compensation structures
- Accountable For: Talent quality, compliance, cultural health
- Interfaces With: Executive Leadership, Operations
Legal & Contract Management
Primary Accountability: Legal protection and contractual risk management
- Owns Decisions: Contract standards, legal interpretations, risk posture
- Accountable For: Contractual integrity, regulatory interpretation, dispute avoidance
- Interfaces With: Sales, Technical Compliance, Privacy & Security, Executive Leadership
Responsibility Allocation Map
This section provides a responsibility allocation framework to map existing team members and future/fractional resources against defined business unit capabilities. It is intentionally designed as a living artifact and may be refined as roles evolve.
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.
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).
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.
- Why no Supporting roles: Avoids false signals of review accountability and protects against diffusion of legal responsibility.
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.