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Agent D Domain Re-Cut: Executive Summary

Analysis Date: February 14, 2026
Analyst: Subagent (agent-d-domain-recut)
Scope: 136 issues from Agent D decision latency dataset

Key Findings

1. Domain Distribution

Domain Issues Avg Latency Execution Rate Trend
Engineering (Quan) 87 (64%) 26.4 days 93.1% ✅ Improving
Operations (Charlie/Kristin) 49 (36%) 35.2 days 100% ✅ Improving
Cross-Domain 96 (71%) - - ⚠️ High interdependence

2. Critical Insights

✅ Engineering Velocity is STRONG

⚠️ Operations Velocity is SLOWER but COMPLETE

🚨 Cross-Domain Dependencies are the REAL BOTTLENECK

3. Domain-Specific Performance

Engineering (Quan's Domain)

Strengths:

Pain Points:

Recommendations:

  1. V3 rollout = top priority to eliminate legacy battery issues
  2. Offline firmware update capability (already in progress)
  3. Pre-approved decision playbooks for recurring issues

Operations (Charlie/Kristin's Domain)

Strengths:

Pain Points:

Recommendations:

  1. Pricing decision matrix to reduce Charlie's approval bottleneck
  2. Empower Tin with decision authority for common support issues
  3. Automate repetitive processes to free up ops capacity

4. Cross-Domain Coordination Gap

The Hidden Problem:

High-Friction Integration Points:

  1. V3 Product Launch (35+ issues)
  2. Battery Safety Issues (50+ occurrences)
  3. Firmware OTA Updates (20+ issues)
  4. Training & Onboarding (19 issues)
  5. Pricing & Product Positioning (10 issues)

Recommendations:

  1. ✅ Redefine "done" as customer adoption, not code completion
  2. ✅ Weekly Engineering-Operations sync to surface blockers early
  3. ✅ Parallel work by default (don't wait for perfect)
  4. ✅ Shared success metrics (time to X% adoption)
  5. ✅ Consider Technical Operations Lead role to bridge domains

Actionable Insights by Owner

For Quan (Engineering)

Your velocity is excellent—keep it up. The issue is not Engineering slowness; it's that Engineering "done" ≠ customer value delivered.

Top 3 Actions:

  1. V3 acceleration: Treat V3 rollout as active 2026 engineering project (not "shipped in 2025")
  2. Battery playbook: Create pre-approved rapid response for battery issues (auto-swap, no investigation delay)
  3. OTA success metric: Own update success rate, not just "update released"

For Charlie (Finance)

Your execution rate is perfect (100%), but finance decisions take 93 days on average. This is the longest latency in the company.

Top 3 Actions:

  1. Pricing matrix: Create decision rubric for Carmee/Kristin to execute quotes without your approval for standard cases
  2. Cash flow forecasting: Move from reactive fire-fighting to proactive 90-day cash planning
  3. Delegate quote execution: Separate strategic pricing (you) from quote generation (Carmee)

For Kristin (Operations Leadership)

Your team executes everything (100% completion), but cross-domain handoffs create month-long delays. You need earlier Engineering engagement.

Top 3 Actions:

  1. Weekly Eng-Ops sync: 30-min ritual with Quan to catch handoff delays before they age
  2. Training integration: Get Steve into engineering feature reviews pre-launch (identify training burden early)
  3. Parallel work culture: Don't wait for Engineering "perfect"—start ops prep at 90% confidence

For Steve (Training)

You're the fastest operations sub-domain (17.5 days). But you're discovering product usability issues during customer training—that's too late.

Top 3 Actions:

  1. Pre-launch reviews: Participate in engineering sprint reviews; flag training burden before ship
  2. Self-service training: Build video library to reduce your direct involvement in basic onboarding
  3. Post-training feedback loop: Capture customer confusion during training; route to Engineering as UX improvements

For Tin (Customer Support)

You're handling 30 support issues with 27.5-day average latency. Many issues escalate to Engineering, creating handoff delays.

Top 3 Actions:

  1. Triage protocol: Route issues correctly from first contact (don't wait for escalation to determine owner)
  2. Decision authority: Get pre-approved authority for common issue types (don't wait for Quan/Kristin)
  3. Knowledge base: Document resolved issues for customer self-service

Comparative Analysis

Engineering vs Operations Velocity

Metric Engineering Operations Winner
Avg total latency 26.4 days 35.2 days 🏆 Engineering
Problem→Decision 11.4 days 14.8 days 🏆 Engineering
Decision→Execution 15.0 days 20.5 days 🏆 Engineering
Execution rate 93.1% 100% 🏆 Operations
Stalled decisions 6 0 🏆 Operations
Year-over-year trend Improving Improving 🏆 Tie

Interpretation:

Sub-Domain Velocity Ranking (Fastest → Slowest)

  1. Training (Steve): 17.5 days — Customer-facing work with clear deliverables
  2. Hardware (Engineering): 23.0 days — Quan's tight control, clear priorities
  3. Customer Support (Tin): 27.5 days — Reactive work, depends on issue complexity
  4. Sales/Admin (Kristin/Carmee): 26.6 days — Process work, many small decisions
  5. Firmware (Engineering): 34.5 days — Complex technical work, testing overhead
  6. Finance (Charlie): 92.8 days — Strategic decisions, high stakes, careful deliberation

Insight: Customer-facing domains (Training, Support) are faster because they have direct feedback loops. Strategic domains (Finance) are slower because decisions are higher-risk.

Overall Assessment

What's Working

✅ Engineering velocity improving year-over-year (53d → 24d → 18d)
✅ Operations execution discipline (100% completion rate)
✅ Training responsiveness (17.5-day average)
✅ Hardware iteration speed (23-day average)
✅ Both domains trending toward faster decisions

What's Not Working

❌ Cross-domain handoffs add 30-40% latency (71% of issues involve both domains)
❌ Engineering "done" ≠ Operations "done" (V3 example: 9-month gap)
❌ Finance decisions bottlenecked (93-day average)
❌ Battery issues persist (38 engineering + 50+ cross-domain occurrences)
❌ OTA updates unreliable (22 firmware issues)

The One Thing to Fix

If you could only fix ONE thing: Redefine "done" to mean "customer adopted" not "shipped."

Why: 71% of issues are cross-domain. Engineering velocity doesn't matter if Operations can't execute. V3 "shipped" in Q1 2025 but customers are still adopting in Q4 2025. The 9-month gap is invisible in traditional engineering metrics but dominates actual customer experience.

How:

  1. Weekly Engineering-Operations sync
  2. Shared success metric: "Time to X% adoption"
  3. Engineering stays engaged post-ship for rollout support
  4. Operations starts prep work in parallel (don't wait for perfect)

Data Quality Note

This analysis is based on 136 issues tracked by Agent D (meeting bot). The dataset has limitations:

Despite limitations, the dataset is comprehensive enough to identify clear patterns and actionable insights.

Next Steps

Immediate (This Week)

  1. ✅ Share domain-specific reports with Quan, Charlie, Kristin
  2. ✅ Discuss cross-domain coordination gap in leadership meeting
  3. ✅ Pilot weekly Engineering-Operations sync

Short-Term (This Month)

  1. ✅ Create battery safety "Code Red" protocol (Engineering + Operations joint ownership)
  2. ✅ Pricing decision matrix for Charlie to delegate quote execution
  3. ✅ Steve reviews upcoming engineering releases for training burden

Long-Term (This Quarter)

  1. ✅ Redefine product launch success metric (adoption-based, not ship-based)
  2. ✅ Evaluate Technical Operations Lead role (bridge Engineering-Operations gap)
  3. ✅ Implement shared cross-domain dashboard (visibility into handoff delays)

Report Locations

Three detailed reports have been generated:

  1. Engineering Domain Analysis:
    /working/intelligence/agent-d-engineering-latency.md

  2. Operations Domain Analysis:
    /working/intelligence/agent-d-operations-latency.md

  3. Cross-Domain Dependencies Analysis:
    /working/intelligence/agent-d-cross-domain-analysis.md

Each report contains:

Analysis complete. All deliverables generated.