Meeting Corpus Taxonomy - Complete Analysis
Pre-Analysis for Behavioral Intelligence Agents
Objective: Understand the 748-meeting corpus ecology BEFORE running behavioral analysis.
Total Meetings Analyzed: 748
Date Range: 2021-09-16 to 2026-02-13
Primary Data Source: /home/node/.openclaw/workspace/working/meetings/YYYY-MM-DD/*.json
Executive Summary
This taxonomy establishes contextual baselines to filter signal from noise. The 748-meeting corpus spans:
- 4.5 years of company history (Sept 2021 → Feb 2026)
- 3 key leaders (Quan: 537 meetings, Kristin: 108 meetings, Steven: 75 meetings)
- 5 major meeting types with distinct normal patterns
Key Insight: Most meetings are NORMAL business operations. Agents C, D, E should focus on deviations from these patterns, not the patterns themselves.
1. Meeting Categorization by Purpose
🎓 Steven's Training/Customer Sessions: 63 meetings
Who: Steven Hanna (Customer Success / Trainer)
Pattern: One-time customer onboarding/training sessions
Cadence: 1-2 sessions per customer (initial training + follow-up)
Temporal: Primarily 2025 (48 sessions) and 2026 (15 sessions)
Normal Baseline:
- Customer gets 1 training session for initial onboarding
- May have 1 follow-up session for advanced features
- External participants (schools, districts, organizations)
Signal to Flag:
- Customer needs 3+ training sessions → Indicates product usability issue or complex deployment
- Repeated training on same topic → Product documentation/UX problem
- Training volume drop → Steven's capacity maxed or sales pipeline dry
For Agent C/D/E: Steven's training sessions are NORMAL. Only investigate if patterns show systemic issues.
🔧 Dev Sync Meetings: 207 meetings
Who: Primarily Quan-led (technical team: Malachi, UTF team)
Pattern: Recurring technical discussions on firmware, hardware, bugs
Cadence: Weekly/biweekly (twice-weekly dev meeting series)
Topics: Tech debt, V3 development, firmware updates, bug fixes
Normal Baseline:
- Technical discussions on current development roadmap
- Bug triage and prioritization
- Hardware iteration discussions (V3 development)
- Tech debt acknowledgment (expected in mature products)
Signal to Flag:
- Same bug discussed 3+ times without resolution → Technical bottleneck or resource constraint
- V3 development delays spanning quarters → Hardware timeline slippage
- Repeated "critical" bugs → Quality control issues
- Dev sync frequency drops → Team disengagement or Quan withdrawal
For Agent C: Quan leads most dev syncs. Look for withdrawal patterns, delegation to Malachi, or tone shifts.
For Agent E: Recurring dev issues signal product health problems that impact sales.
📊 L10 Meetings: 24 meetings
Who: Leadership team (Quan, Kristin, likely Stan before March 2025)
Pattern: Weekly EOS-style leadership check-ins
Cadence: Weekly recurring (expected 52/year, but only 24 recorded)
Format: Metrics review, rocks update, issues list (IDS), scorecard
Normal Baseline:
- Weekly cadence for leadership alignment
- Recurring topics: sales metrics, cash flow, team issues
- Issues are identified, discussed, solved (IDS format)
Signal to Flag:
- Same issue on IDS list 4+ weeks → Leadership paralysis or unresolvable problem
- L10 frequency drops → Leadership disengagement or crisis mode
- Metric discussions shift from growth to survival → Business health decline
- Rocks don't roll forward → Execution problems or changing priorities
For Agent C: Quan's participation/tone in L10s critical for leadership engagement.
For Agent E: L10 metrics discussions reveal business health trajectory.
👥 Customer-Facing Meetings: 348 meetings
Who: Quan (280), Kristin (54), others
Pattern: External meetings with schools, districts, partners
Cadence: Irregular (driven by sales/support needs)
Normal Baseline:
- Pre-sales demos and discovery calls
- Post-sales check-ins and support
- Partner collaboration meetings
Signal to Flag:
- Customer needs 3+ support meetings → Product issues or poor onboarding
- Churn signals → Customers expressing dissatisfaction
- Sales call volume drops → Pipeline drying up
- Quan heavily involved in sales → No dedicated sales team or Quan over-involved
For Agent C: Quan's customer involvement (280/348 = 80%) shows founder dependency.
For Agent E: Customer meeting patterns reveal sales health and retention issues.
🏢 Operations Meetings: 106 meetings
Who: Internal team (Kristin: 48, Quan: 32, others)
Pattern: Internal admin, team coordination, 1:1s
Cadence: Varies (weekly check-ins to ad-hoc coordination)
Normal Baseline:
- Team status updates
- Administrative coordination
- 1:1s with direct reports
Signal to Flag:
- Increased operations meetings → Firefighting or coordination breakdown
- Repeated role clarification discussions → Team confusion or poor onboarding
- Operations meetings replace strategic work → Reactive vs. proactive mode
For Agent D: Operations meetings reveal team dynamics, role clarity, decision-making patterns.
2. Temporal Distribution & Business Context
2021-2022 Era: Early Growth (1 meeting recorded)
Context: Company formation, early product development
Expected: Limited meeting recordings (Fathom adoption likely mid-2024+)
2024: Crisis Year (113 meetings)
Context: Stan's departure (March 2025 approaching), financial stress
Meetings: 113 (56 customer-facing, 31 dev sync, 11 L10)
Pattern: Increased activity leading into 2025 crisis
Key Events:
- Stan departure approaching (leadership transition prep)
- Financial constraints building (2025 debt repayment year)
For Agent C: Look for pre-departure signals in late 2024 meetings.
For Agent E: 2024 meetings show business health leading into crisis year.
2025: Survival Year (547 meetings)
Context: Stan departed March 2025, debt repayment focus, V3 development
Meetings: 547 (73% of corpus)
Pattern: Highest meeting volume (crisis + growth mode)
Monthly Breakdown:
- March 2025: 63 meetings (Stan departure month - highest volume)
- April-May: 65-46 meetings (post-departure stabilization)
- June-November: 44-50 meetings (new normal)
- December: 25 meetings (holiday drop)
Key Events:
- March 2025: Stan's departure → Leadership transition
- Q1-Q2: Financial constraint discussions, debt repayment
- Q3-Q4: V3 development, new team members joining
For Agent C: March 2025 meetings critical for Quan's response to Stan departure.
For Agent D: Q2-Q4 meetings show team adaptation to new structure.
For Agent E: Full-year 2025 reveals survival mode vs. growth mode balance.
2026: Stabilization? (87 meetings as of Feb 13)
Context: Post-crisis recovery, new team structure stabilizing
Meetings: 87 (January-February only)
Pattern: ~40-47 meetings/month (lower than 2025 peak)
For Agents: Early stabilization signals or continued struggle?
3. Organizer Patterns & Roles
Quan Gan: 537 meetings (72% of corpus)
Role: Founder, CEO, Technical Lead
Meeting Types:
- Dev Sync: 207 (technical leadership)
- Customer-Facing: 280 (sales + customer relationships)
- Operations: 32 (internal coordination)
- L10: 18 (strategic leadership)
Pattern: Heavily involved across all domains (founder-led company)
Normal Baseline: Quan is the hub - involved in tech, sales, and strategy
Signal to Flag:
- Quan withdrawal from dev syncs → Delegation or disengagement
- Quan stops attending L10s → Leadership crisis
- Quan over-involved in operational details → No delegation, founder bottleneck
For Agent C: Quan's meeting patterns are THE key signal for withdrawal/disappearance analysis.
Kristin Neal: 108 meetings (14% of corpus)
Role: Sales, Customer Success, Operations
Meeting Types:
- Customer-Facing: 54 (sales + customer success)
- Operations: 48 (internal admin)
- L10: 6 (leadership participation)
Pattern: Customer-facing + internal operations coordinator
Normal Baseline: Kristin handles sales, customer check-ins, admin
Signal to Flag:
- Kristin's operations meetings increase → Taking on more admin due to team gaps
- Sales meeting volume drops → Pipeline issues
For Agent D: Kristin's operations meetings reveal team coordination health.
For Agent E: Kristin's customer meetings reveal sales/retention health.
Steven Hanna: 75 meetings (10% of corpus)
Role: Customer Success, Trainer, Product Advocate
Meeting Types:
- Steven Training: 63 (customer onboarding)
- Customer-Facing: 12 (other customer interactions)
Pattern: Dedicated customer onboarding/training role
Normal Baseline: Steven trains new customers, 1-2 sessions each
Signal to Flag:
- Steven's training volume drops → Sales pipeline issue
- Steven handles same customer 3+ times → Product usability problem
For Agent E: Steven's training volume is a leading indicator of sales health.
4. Contextual Baselines: Normal vs. Signal
✅ Normal Patterns (FILTER THESE OUT)
These patterns are EXPECTED and should NOT trigger investigation:
- Weekly L10s with recurring topics (sales, cash, issues) → Standard EOS format
- Dev sync discussions on tech debt → Mature product reality
- Steven's 1-2 training sessions per customer → Standard onboarding
- Kristin's customer check-ins → Standard account management
- Quan's heavy involvement across domains → Founder-led company
- Monthly operations meetings on admin topics → Normal coordination
Why Filter: These are healthy business operations, not signals of dysfunction.
🚩 Signals to Flag (INVESTIGATE THESE)
These patterns indicate DEVIATION from normal and warrant analysis:
Unresolved Blockers (Appearing 3+ Times)
- Technical: Same bug discussed in 3+ dev syncs without fix
- Strategic: Same rock on L10 agenda for 4+ weeks without progress
- Customer: Same customer issue requiring 3+ support meetings
Why Signal: Indicates systemic inability to resolve problems
Strategic Drift
- VTO changes quarter-to-quarter → Leadership misalignment
- Rocks abandoned mid-quarter → Execution problems
- L10 format breaks down → Leadership crisis
Why Signal: Indicates loss of strategic direction or leadership dysfunction
Role Confusion (6+ Months Post-Hire)
- New team members still unclear on role → Poor onboarding or role definition
- Repeated "who owns this?" discussions → Accountability gaps
Why Signal: Indicates organizational dysfunction
Crisis Firefighting
- Unplanned emergency meetings → Reactive mode
- "We need to talk NOW" → Crisis management
- Repeated weekend/late-night meetings → Unsustainable pace
Why Signal: Indicates business instability
Founder Withdrawal (Agent C Focus)
- Quan delegates dev sync leadership → Potential withdrawal
- Quan stops attending customer meetings → Disengagement from sales
- Quan tone shifts from engaged to distant → Emotional withdrawal
Why Signal: Precursor to Quan's disappearance
5. Business Context Layer: Known Events
March 2025: Stan's Departure
Expected Meetings:
- Leadership transition discussions
- Role redistribution (who takes Stan's responsibilities?)
- Crisis management / damage control
- Team morale check-ins
What to Look For:
- Quan's response to Stan leaving (emotional state, engagement level)
- Leadership vacuum or power redistribution
- Financial implications discussed
Agent C: How does Quan react to Stan's departure? Withdrawal or engagement?
2025: Debt Repayment Year
Expected Meetings:
- Financial constraint discussions in L10s
- Cost-cutting measures (hiring freeze, expense reduction)
- Cash flow monitoring
- Survival mode vs. growth mode tension
What to Look For:
- Frequency of financial discussions
- Tone shift from growth to survival
- Impact on team morale
Agent E: How severe is the debt crisis? Does it stabilize or worsen?
V3 Development Timeline
Expected Meetings:
- Hardware design discussions
- Supplier/manufacturing coordination
- Product roadmap adjustments
What to Look For:
- Timeline slippage (delays spanning quarters)
- Resource allocation tensions
- Customer impact (V2 customers waiting for V3)
Agent E: Does V3 launch successfully or become vaporware?
New Team Members Joining (2025+)
Expected Meetings:
- Onboarding sessions
- Role definition
- Training and ramp-up
What to Look For:
- Role clarity achieved within 3 months?
- Team integration successful?
- Onboarding process quality
Agent D: Do new hires integrate successfully or struggle with role clarity?
6. Meeting Type Deep Dives
L10s SHOULD Have Recurring Topics
Format: Scorecard → Rocks → Headlines → IDS (Issues, Discussion, Solve) → Conclude
Normal:
- Same metrics reviewed weekly (sales, cash, customer count)
- Rocks roll forward quarter-to-quarter
- Issues are identified → discussed → solved
Signal:
- Scorecard metrics never discussed → Format abandoned
- Rocks never updated → Execution failure
- Same issue on IDS list 4+ weeks → Leadership paralysis
Dev Meetings SHOULD Discuss Tech Debt
Normal:
- "We need to refactor X" → Healthy acknowledgment
- Prioritization of tech debt vs. new features → Mature product management
- Bug triage and severity assignment → Quality control
Signal:
- Tech debt never discussed → Ignoring long-term health
- Tech debt ALWAYS discussed but never addressed → No execution
- Bugs stay unresolved for months → Resource constraint or prioritization failure
Training Calls SHOULD Be One-Off
Normal:
- Customer gets 1 training session (2-3 hours)
- Maybe 1 follow-up session (advanced features)
- Steven handles onboarding efficiently
Signal:
- Customer needs 3+ sessions → Product too complex or poor UX
- Steven spends 10+ hours with one customer → Onboarding process broken
- Training volume drops to zero → Sales pipeline dried up
Strategic Meetings SHOULD Revisit Vision
Normal:
- Quarterly VTO review (Vision, Traction, Operating system)
- Annual planning sessions
- Vision remains consistent, execution adjusts
Signal:
- VTO drastically changes quarter-to-quarter → Leadership misalignment
- Strategic meetings become tactical firefighting → Lost long-term focus
- No strategic meetings for 6+ months → Survival mode only
7. Agent-Specific Guidance
Agent C: Quan's Disappearance Analysis
Focus Areas:
- Quan-led dev sync meetings (207 total)
- Quan-led customer meetings (280 total)
- Quan's L10 participation (18 meetings)
- March 2025 meetings (Stan departure response)
Questions to Answer:
- Does Quan withdraw from dev syncs over time?
- Does Quan delegate more to Malachi/team?
- Does Quan's tone shift from engaged to distant?
- How does Quan react to Stan's departure?
- Does Quan stop attending customer meetings?
Filter Out:
- Normal dev discussions on tech debt
- Normal customer onboarding/training
- Healthy delegation to team members
Flag:
- Quan stops leading dev syncs
- Quan cancels/skips L10s
- Quan's communication becomes terse/distant
- Quan mentions burnout, overwhelm, exit
Budget: Focus on 2024-2025 Quan-led meetings (~400 meetings)
Agent D: Team Behavioral Patterns
Focus Areas:
- Operations meetings (106 total)
- Internal-only meetings (127 total)
- Team coordination patterns
Questions to Answer:
- Is role clarity achieved for new hires?
- Do team members make decisions autonomously?
- How is conflict resolved?
- Is communication healthy or dysfunctional?
Filter Out:
- Normal weekly check-ins
- Standard 1:1s with direct reports
- Routine admin coordination
Flag:
- Repeated role confusion discussions
- Passive-aggressive communication
- Decisions stalled waiting for Quan
- Team members talking past each other
Budget: Focus on internal operations meetings (~130 meetings)
Agent E: Business Health Decline
Focus Areas:
- L10 meetings (24 total)
- Customer-facing meetings (348 total)
- Strategic meetings (4 total)
- Financial discussions
Questions to Answer:
- Is the business growing or contracting?
- Are customers happy or churning?
- Is cash flow stable or in crisis?
- Is the team in growth mode or survival mode?
Filter Out:
- Normal monthly financial reviews
- Routine customer check-ins
- Expected seasonal fluctuations
Flag:
- Cash crisis discussions
- Customer churn signals
- Growth metrics declining
- Shift from growth to survival language
- Debt repayment dominating discussions
Budget: Focus on L10s, strategic, and financial meetings (~50 meetings)
8. Summary Statistics
| Category |
Count |
% of Total |
| Total Meetings |
748 |
100% |
| Customer-Facing |
348 |
46.5% |
| Dev Sync |
207 |
27.7% |
| Operations |
106 |
14.2% |
| Steven Training |
63 |
8.4% |
| L10 |
24 |
3.2% |
|
|
|
| Quan-led |
537 |
71.8% |
| Kristin-led |
108 |
14.4% |
| Steven-led |
75 |
10.0% |
|
|
|
| 2024 Meetings |
113 |
15.1% |
| 2025 Meetings |
547 |
73.1% |
| 2026 Meetings |
87 |
11.6% |
Key Takeaway: 2025 was the highest-activity year (547 meetings = 73% of corpus), correlating with Stan's departure and debt repayment crisis.
9. Final Taxonomy Output
Meeting Corpus Ecology
Purpose Distribution:
- Customer-Facing: 348 meetings (sales, support, partnerships)
- Dev Sync: 207 meetings (technical discussions)
- Operations: 106 meetings (internal coordination)
- Steven Training: 63 meetings (customer onboarding)
- L10: 24 meetings (leadership check-ins)
Cadence:
- Most meetings are irregular (driven by business needs)
- Recurring series: L10s (weekly), Dev Syncs (twice-weekly)
- One-off: Customer trainings, ad-hoc operations
Participants:
- 621 customer-facing (external participants)
- 127 internal-only
- 7 unique meeting organizers (Quan, Kristin, Steven dominate)
Temporal Phases:
- 2021-2022: Early growth era (minimal recordings)
- 2024: Pre-crisis buildup (113 meetings)
- 2025: Crisis + survival year (547 meetings, 73% of corpus)
- 2026: Post-crisis stabilization (87 meetings, incomplete year)
10. Next Steps for Behavioral Analysis
Agents C, D, E should:
- Load this taxonomy as context BEFORE analyzing meetings
- Filter out normal patterns identified in Section 4
- Focus on flagged signals (Section 4 + Section 7)
- Use business context (Section 5) to interpret findings
- Reference agent-specific guidance (Section 7) for prioritization
Budget Allocation:
- Agent C: $15-20 (focus on ~400 Quan-led meetings)
- Agent D: $10-15 (focus on ~130 internal operations meetings)
- Agent E: $10-15 (focus on ~50 L10/strategic/financial meetings)
Total estimated: $35-50 for meaningful behavioral analysis (vs. $150+ if analyzing all 748 meetings without filtering)
Appendix: Meeting Title Patterns
Recurring Titles:
- "ZTAG Twice-Weekly Dev Meeting" → Dev Sync series
- "ZTAG Weekly L10 Meeting" → L10 series
- "Impromptu Zoom Meeting" → Generic title, check organizer/participants
- "Team Zoom Room" → Internal team meetings
- "Friday Chat" → Informal team check-ins
One-Off Titles:
- Customer names → Training or sales meetings
- "VTO Introduction" → Strategic planning
- "[Customer] Training" → Steven's onboarding sessions
Taxonomy Complete: Ready for Behavioral Analysis