BLU Crew people-systems handoff
A working hypothesis for the first operating area described in BLU Crew’s current Chief of Staff posting: recruiting → onboarding → training → development/retention, with founders setting standards but no longer carrying routine follow-through.
1. One control flow across the four people pillars
2. Ownership and evidence, not founder memory
| Pillar | Normal owner | Evidence | Escalate only when… |
|---|---|---|---|
| Recruiting | Named hiring-process owner | Stage, scorecard, next action, due date | Role/comp/standard decision exceeds delegated boundary |
| Onboarding | Named readiness owner | Documents, equipment, schedule, required setup complete | Day-One blocker cannot be cleared by deadline |
| Training | Named trainer / team lead | Milestone + observed competency / sign-off | Repeated failure or standard ambiguity needs leadership |
| Development / retention | Named manager | Progression criteria, coaching action, next review | Compensation, role-design or material retention decision |
3. Founder → Chief of Staff → lasting owner
Founders define
The standard, non-negotiables, material exceptions and the decisions they still want to own.
Chief of Staff installs
The workflow, owner, decision rights, evidence, review rhythm and exception path.
Team lead inherits
Routine execution with clear authority, visible evidence and a narrow escalation boundary.
4. Small weekly people-operations scorecard
Pipeline movement
Roles / candidates stalled beyond the agreed stage time — not every applicant.
Day-One readiness
Upcoming starts with unresolved readiness dependencies.
Training progression
People behind expected certification/competency milestones and why.
Leadership exceptions
Only decisions or blockers outside delegated authority, with a recommended next action.
5. What the 5-day sprint would ship
Current-state handoff map
One chosen people-system loop, mapped from trigger through lasting ownership.
Decision-right matrix
Founder vs Chief of Staff vs manager/team-lead authority and escalation triggers.
Exception register
A small operating queue for issues that genuinely need cross-functional or founder attention.
3 working checklists/SOPs
Implementation-ready procedures for the highest-friction recurring handoffs.
Weekly scorecard
A compact review cadence tied to actions and decisions rather than reporting for reporting’s sake.
30/60/90 handoff backlog
Remaining improvements sequenced for the incoming Chief of Staff and future lasting owners.
Fixed pilot
$750 · 5 business days
One priority operating area. No HR/legal determination, employment-law advice, or replacement for the Chief of Staff hire. The goal is working handoff infrastructure the person can inherit.
Send the messy handoff