Executive Overview
57% complete — 67 of 118 items delivered across 5 workstreams. 6 items actively in development or review. 6 Canvas-related requests open (highest priority area).
Cyber / Adelina workstream most active with 21 open items. 24 high-priority items across all workstreams. 6 items completed in the last 30 days.
Dashboards
Each dashboard tracks a different class of work across the client engagement.
Engagement Information Flow
Full mind map showing all request sources, classifications, and resolution paths across the client engagement.
Request Volume × Business Value
Distribution of active requests by category — bubble size proportional to request count.
Resource Gap Analysis
Current capacity vs. demand across the client engagement.
Capacity vs. Demand
👥 Current Capacity (~2 FTE)
- Tony Wong — Chief Delivery Officer, relationship management, scope governance, stakeholder alignment
- Joana Dias — Program coordination, meeting management, dashboard & portfolio tracking
- Kindo Engineering — Shared across all customers; client-specific allocation is fractional
- Agentic Pipeline — AI-assisted engineering for implementation, monitoring, and triage
- Client PM — Infrastructure (deployment, K8s, ALB) — shared resource
📋 Active Demand (6–7 Groups)
- Cyber / SecOps — 21 open items, most active workstream, Canvas decisions, agent reliability
- IAM / J&J — 2 remaining items, audit logging and multi-agent research
- IAM POC (SailPoint/Entra) — 1 blocker (ServiceNow OAuth2)
- QA Operations — 10 items, entirely unresourced, needs RACI + squad before any work
- SMK Deployments — 7 planned deployments across the client, each with environment-specific issues
- Training Program — LMS build, video production, pilot session, live training coordination
- Ongoing Triage — Every call surfaces new bugs, config questions, and feature requests (6 new items from today alone)
The math doesn't work at current capacity. Every client meeting — Office Hours, Cyber Weekly, ad hoc calls — generates new bugs, configuration requests, and feature asks. With ~2 FTE against 6–7 active groups of work, the engagement is in sustained triage mode rather than proactive solution development.
Two paths forward: (1) Client assigns a dedicated program manager to centralize request flow and prioritization across their teams, or (2) Kindo's agentic system connects to the client's Microsoft Teams to manage triage, routing, and status tracking programmatically. Either way — someone or something needs to own the coordination layer. The current ad-hoc model cannot scale to 7 SMK deployments.
Kindo can scale the delivery capacity up to 25 people via the agentic development pipeline. But the methodology, system design, and management expertise that make this possible cannot be replicated by adding headcount alone — it took decades of leadership experience to build.