Operations
1. Overview & Mandate
Business Unit Purpose Operations is responsible for enabling consistent, efficient, and scalable execution across MorgueBoard LLC by owning internal processes, tooling, documentation, and cross-functional coordination. This business unit serves as the connective tissue that allows other functions to operate effectively without unnecessary friction or ambiguity.
Mandate Statement Operations exists to reduce organizational drag, improve executional reliability, and ensure that internal workflows, systems, and vendor relationships support company growth without introducing unnecessary risk or overhead.
Primary Accountability Owner
- Primary: Operations Owner (Nic Bavetta)
- Supporting: Engineering, Finance & Accounting, People Operations, Executive Leadership
2. Core Functions & Responsibilities
Core Functions
- Internal process design and documentation
- Tooling selection, administration, and optimization
- Vendor coordination and operational oversight
- Cross-functional workflow alignment
- Internal systems administration
- Operational risk identification and mitigation
Explicit Responsibilities
- Define and maintain core internal workflows and SOPs
- Own selection and administration of internal tools (non-product)
- Coordinate vendors supporting internal operations
- Reduce friction between business units through process clarity
- Ensure operational readiness as the company scales
- Maintain internal documentation and knowledge repositories
Explicit Non-Responsibilities
- Product development or customer-facing feature delivery
- Revenue ownership or sales execution
- Technical architecture of the MorgueBoard® platform
- HR policy ownership or legal interpretation
3. Fractional & Embedded Capability Partners
This section documents ongoing fractional or embedded partners that support Operations execution. These partners provide executional capability for defined scopes while accountability remains internal.
| Partner | Capability Provided | Engagement Type | Accountability Boundary | Primary Engagement Contact | Notes |
|---|---|---|---|---|---|
| TBD | — | — | — | — | To be populated as operational vendors or fractional resources are engaged |
4. Decision Rights & Authority Boundaries
Important Context The decision rights outlined in this section are intentionally high-level and directional. Formal, binding authority and escalation mechanisms are defined in the company’s Decision Rights & Governance Policy. In the event of conflict, the formal policy prevails.
Operations Owns Decisions Regarding:
- Internal process design and optimization
- Selection and configuration of internal tooling
- Vendor coordination for internal operations
- Documentation standards and internal enablement practices
Does Not Own:
- Product roadmap or feature prioritization (Product Management)
- Customer commitments or delivery timelines (Implementation / Sales)
- Financial policy or accounting standards (Finance)
- Employment policy or people governance (People Operations)
Escalation Triggers:
- Cross-functional process breakdowns
- Tooling or vendor risks impacting execution
- Operational gaps that introduce compliance, security, or financial risk
5. Key Interfaces & Dependencies
| Interface | Nature of Interaction |
|---|---|
| Engineering / R&D | Internal tooling support, systems administration |
| Customer Success & Support | Support workflows, tooling, documentation |
| Implementation / Professional Services | Process alignment and handoff enablement |
| Finance & Accounting | Vendor management, budgeting support |
| People Operations | Onboarding processes, internal enablement |
6. Budget Ownership & Cost Structure
Operations Budget Scope
- Internal tools and software subscriptions
- Vendor and contractor costs for operations support
- Documentation, training, and enablement resources
- Limited professional services related to operations
Budget Ownership Model
- Operations manages spend within an approved budget
- Executive Leadership and Finance approve annual budgets and material increases
- Spend should be justified by efficiency gains, risk reduction, or scalability impact
7. General KPIs & Performance Metrics
Operational Efficiency
- Cycle time for internal workflows
- Reduction in manual or ad hoc processes
- Tool utilization effectiveness
Reliability & Enablement
- Number of cross-functional escalations due to process gaps
- Internal stakeholder satisfaction
- Time-to-productivity for new team members
8. Initiatives & Goals Tracking
| Initiative / Goal | Description | Owner | Success Criteria | KPI(s) | Target Date | Status | Notes |
|---|---|---|---|---|---|---|---|
| Formalize Core Internal SOPs | Document and standardize key internal processes across business units. | Operations | Core workflows documented and adopted | SOP coverage, process adherence | Q4 2026 | Planned | Focus on highest-friction areas first |
| Rationalize Internal Tooling | Review and optimize internal tools to reduce redundancy and cost. | Operations | Reduced tool sprawl and improved adoption | Tool count, cost savings | Ongoing | Coordinate with Engineering where needed | |
| Improve Cross-Functional Workflow Clarity | Define clear handoffs and responsibilities between business units. | Operations | Fewer escalations due to unclear ownership | Escalation frequency | Ongoing | Reinforces decision-rights framework | |
| Scheduling Process for Quarterly/Annuals | Strategy, KPI, Performance, Goals/Initative Review, etc. |
9. Maturity Roadmap
Current State Founder-driven perations with informal processes and heavy reliance on institutional knowledge.
Next State Documented, repeatable internal workflows with clear ownership and reduced dependency on founders.
Future State Highly efficient operations function enabling scale through automation, clarity, and continuous improvement.
10. Document Revision History
| Version | Date | Description of Change | Author | Approved By | Approval Date |
|---|---|---|---|---|---|
| 1.0 | 2026-01-04 | Document Creation | Nic Bavetta |