Work, plans & goals
One workboard every card crosses, two gates it has to pass, a daily plan that ladders into objectives, and a settled record afterwards of whether the plan was any good.
The workboard
Every piece of work — a feature, a customer reply that needs writing, a renewal, an agent's proposal — is a card on one board. Cards move through proposed → backlog → todo → in progress → review → done, with blocked beside them, and each card carries its owner, its labels, its checklist and its objective.
There is deliberately no second board for the fleet. An agent's work and a person's work sit in the same columns because they are the same work, and because a queue you cannot see is a queue you cannot manage.
The two gates
Agent-proposed work passes two separate human decisions, and they ask different questions:
The separation is the point. Approving the idea is not approving the result, and a system that conflates them ends up rubber-stamping output because the idea was sound three days ago.
Cards carry their spec
A card can hold a generated PRD — written from the ticket, the owning agent's repository brief, and the top Brain notes for the task. That is the same grounding an agent run gets, so the spec and the runs read from one world rather than two. Cards without one still dispatch; the PRD is context, not a precondition.
Objectives & key results
Objectives are the top of the ladder: cards, plan tasks and product-map features all reference one, and the Focus panel rolls the live work back up against it. Key results are measured rather than self-reported — a features key result counts mapped features on the product map, so its progress bar is a query, not a number somebody typed in on a Friday.
The daily plan
Each morning the Coordinator drafts a plan over the live state of the company and ladders every task into an objective. Plans are revisable — a plan you rewrote keeps its revision history — and the Monday planning pass reviews every goal against the work under it before it plans the day at all.
Settling the outcome
When the day closes, each planned task is settled once from observed state — what actually happened to the card, not a live projection that would rewrite history every time someone touched the board. A fortnight of those settled rows becomes a few sentences the planner reads the next morning.