Executive / Corporate Leadership
1. Overview & Mandate
Business Unit Purpose Executive / Corporate Leadership is responsible for setting company-wide strategy, governance, priorities, and resource allocation for MorgueBoard LLC. This business unit exists to ensure organizational alignment, long-term viability, and disciplined decision-making across all functions.
Mandate Statement Executive / Corporate Leadership exists to define strategic direction, allocate capital and attention, resolve cross-functional conflicts, and uphold fiduciary and governance responsibilities on behalf of the company.
Primary Accountability Owners
- Primary: Executive Leadership Team (Nic Bavetta, Nick Nell, Dom Bavetta)
- Supporting: Operations, Finance & Accounting, Legal & Contract Management
2. Core Functions & Responsibilities
Core Functions
- Company strategy and vision
- Capital allocation and budget approval
- Executive hiring and role definition
- Cross-functional priority setting
- Governance, fiduciary oversight, and risk acceptance
- External representation and stakeholder management
Explicit Responsibilities
- Define and communicate company strategy and priorities
- Approve budgets, major expenditures, and investments
- Resolve conflicts between business units
- Approve material risk acceptance decisions
- Oversee executive performance and accountability
- Ensure compliance with corporate governance obligations
Explicit Non-Responsibilities
- Day-to-day execution within individual business units
- Detailed process design owned by functional teams
- Tactical delivery or implementation work
3. Fractional & Embedded Capability Partners
This section documents ongoing fractional or embedded partners that support Executive / Corporate Leadership execution.
| Partner | Capability Provided | Engagement Type | Accountability Boundary | Primary Engagement Contact | Notes |
|---|---|---|---|---|---|
| TBD | — | — | — | — | Reserved for board advisors or executive advisors if engaged |
4. Decision Rights & Authority Boundaries
Executive / Corporate Leadership Owns Decisions Regarding:
- Strategic direction and company priorities
- Capital allocation and budget approval
- Executive hiring and role accountability
- Acceptance of material financial, legal, or operational risk
Does Not Own:
- Routine functional decisions within business units
- Operational execution or delivery
- Product backlog management
Escalation Triggers:
- Cross-functional conflicts without clear owner
- Decisions involving material risk or trade-offs
- Issues impacting company viability or reputation
5. Key Interfaces & Dependencies
| Interface | Nature of Interaction |
|---|---|
| All Business Units | Strategy alignment, escalation resolution |
| Finance & Accounting | Budgeting, runway management |
| Legal & Contract Management | Risk acceptance, governance |
| Operations | Execution enablement, organizational health |
6. Budget Ownership & Cost Structure
Executive / Corporate Leadership Budget Scope
- Executive compensation and owner guaranteed payments
- Strategic advisory or board expenses
- Corporate governance and compliance costs
Budget Ownership Model
- Executive Leadership approves and oversees corporate-level budgets
- Finance manages tracking and reporting
7. General KPIs & Performance Metrics
Organizational Health
- Strategic priority attainment
- Budget adherence at company level
- Cross-functional alignment effectiveness
Governance & Risk
- Timeliness of critical decisions
- Risk events requiring executive intervention
8. Initiatives & Goals Tracking
| Initiative / Goal | Description | Owner | Success Criteria | KPI(s) | Target Date | Status | Notes |
|---|---|---|---|---|---|---|---|
| Formalize Corporate Entity Separation (Whytespace LLC & MorgueBoard LLC) | Legally and operationally formalize the separation between Whytespace LLC (parent) and MorgueBoard LLC (wholly owned subsidiary), including updates to operating agreements for both entities to clearly define ownership, governance, and liability boundaries. | Executive Leadership | Updated and executed operating agreements reflecting formal parent–subsidiary separation | Agreements executed, legal confirmation | Q1 2026 | Planned | Internal effort; Managing Partners wholly own Whytespace LLC |
| Restructure MorgueBoard LLC Ownership to S-Corp Entities | Restructure MorgueBoard LLC ownership so that Managing Partner ownership interests are held by their respective S-Corp entities rather than individuals, enabling tax efficiency and autonomous benefit allocation. | Executive Leadership | Updated operating agreement and ownership records reflecting S-Corp ownership | Agreements executed, tax/legal confirmation | Q1 2026 | Planned | Internal restructuring; coordinate with Legal & Finance |
| Activate Distribution Mechanics | Establish a formal policy and end-to-end operating procedure for determining, approving, calculating, and distributing (1) tax distributions, (2) capital reimbursements, and (3) profit distributions to S-Corp partners. Implement supporting workflows, documentation, and automation (e.g., scheduled calculations, approval routing, ACH execution, and partner reporting). | Executive Leadership | Written distribution policy approved; repeatable calculation model implemented; approvals workflow in place; distributions executed accurately and on schedule; partner statements produced; audit trail maintained (calculations, approvals, payments). | • On-time distribution execution rate (%) • # of calculation/payment errors (count) • Cycle time from period close to distribution (days) • Variance between planned vs actual distributions ($ and %) • Partner statement delivery rate (%) | Q4 2026 | Planned | Align policy to shareholder agreement, state requirements, and cash management constraints. Define minimum cash reserve thresholds, distribution cadence (quarterly/monthly/annual), tax rate assumption, and handling of partner-level basis/capital accounts. Ensure proper coding in accounting system and clean separation between reimbursements vs distributions. |
| Develop & Activate Corporate-Wide Business Unit Charter System | Design, formalize, and activate a standardized corporate charter framework defining business unit purpose, decision rights, responsibilities, interfaces, and accountability boundaries. Apply this framework consistently across all functional units to serve as the primary governance mechanism for organizational structure, execution ownership, and escalation. | Executive Leadership | Corporate charter framework approved; all active business units operating under an approved charter; charters actively referenced in decision-making, planning, and escalation workflows. | • % of business units with approved charters • # of cross-functional escalations resolved using charter guidance • Reduction in role/ownership ambiguity incidents | Q3 2026 | Planned | Charter system should be treated as a living governance artifact with formal review cadence. Framework should support future expansion, reorganization, and leadership transitions without structural rework. |
| Transition Dom Bavetta and Nick Nell to Full-Time Executive Contributors | Plan and execute the transition of Dom Bavetta and Nick Nell from part-time to full-time contributors, ensuring sustained executive capacity, ownership engagement, and leadership availability necessary to support company scale, governance maturity, and strategic execution. | Executive Leadership | Both founders operating at full-time contribution capacity with clearly defined executive responsibilities, compensation structures aligned to full-time engagement, and reduced dependency on fractional availability. | • Confirmed full-time engagement status • Executive availability coverage • Reduction in deferred or delayed executive decisions due to capacity constraints | Q4 2026 | Planned | Transition plan should address compensation, workload rebalancing, role clarity, and timing to avoid operational disruption. This initiative is foundational to sustaining charter-based governance and long-term scale. |
9. Maturity Roadmap
Current State Founder-led executive governance with high involvement in day-to-day decisions.
Next State Clear strategic priorities, disciplined delegation, and reduced operational involvement by executives.
Future State Mature executive governance model with strong oversight, predictable decision-making, and scalable leadership structures.
10. Document Revision History
| Version | Date | Description of Change | Author | Approved By | Approval Date |
|---|---|---|---|---|---|
| 1.0 | 2026-01-04 | Document Creation | Nic Bavetta | Managing Partners | 2026-01-05 |