# =============================================================================
# COMPETENCY RECORD - Cedric Ancellin's demonstrated engineering skills and
# experience. Third-party technologies and vendors are named as the concrete
# skill surface. Professional background / track record.
# =============================================================================

# ============================================================
# ENGINEERING MANAGEMENT & FINANCIAL STEWARDSHIP
# - COMPETENCY RECORD
# ============================================================
# Core Purpose:
#   Demonstrated experience leading a product/engineering team as
#   their manager, owning the team's delivery process and tooling,
#   and structuring engineering time so that labor can be
#   capitalized against CapEx and rolled into management reporting.
#   This is organizational and financial leadership - distinct from
#   the architectural leadership in COMP-12.
# ============================================================

summary: >
  Leads a product/engineering team as its manager, and owns the
  operating system that team runs on: the issue-tracker setup, the
  delivery workflow, and, critically, the time-tracking discipline
  that lets engineering effort be capitalized against open capital
  expenditure (CapEx) and reported up to management and finance.
  Where COMP-12 is architectural leadership (owning the system),
  this is people, process, and financial stewardship (owning the
  team and its accountability for spend).


# ==================================================================
# 1. PEOPLE & TEAM LEADERSHIP
# ==================================================================

team_leadership:
  description: >
    Directly leads the product team, it reports into this role.
  scope:
    - "Line management of a product/engineering team (the team reports up to this role)."
    - "Sets priorities, delivery expectations, and the working process the team operates within."
    - "Accountable not just for what is built, but for how the team's effort is planned, tracked, and reported."
  relation_to_technical_leadership:
    note: "Complements COMP-12, that record covers designing the system and supervising the code; this covers managing the people and owning the delivery/financial process."
    $ref: "https://zc8.com/competencies/12_technical_leadership"


# ==================================================================
# 2. DELIVERY PROCESS & TOOLING OWNERSHIP
# ==================================================================

process_and_tooling:
  description: >
    Stood up and owns the team's issue-tracker (Jira) as its
    delivery operating system, not just as a user, but as the
    administrator who designed the setup.
  built:
    - "Configured the tracker for the team: projects, workflows, and boards across multiple project areas."
    - "Established a ticket-attribute taxonomy (e.g. road map / product / project / work-type / phase / team) so work can be classified consistently at capture time."
    - "Adopted a worklog/time-tracking discipline (Clockwork) so hours are logged against tickets and attributable to projects and phases."
  purpose: "A tracker configured so that the data needed for cost classification and reporting is captured as a by-product of normal work, not reconstructed after the fact."


# ==================================================================
# 3. CAPEX CAPITALIZATION OF ENGINEERING EFFORT
# ==================================================================

capex_capitalization:
  description: >
    Structured time tracking specifically so engineering labor can
    be capitalized, a finance-adjacent responsibility most
    engineering leaders never touch.
  practice:
    - "Time is logged against classified work so that effort on capitalizable initiatives can be attributed to open CapEx rather than treated as undifferentiated operating expense."
    - "The work-type / phase classification on tickets is the hook that distinguishes capitalizable build work from non-capitalizable activity."
    - "Turns 'how the team spent its time' into a defensible, auditable basis for capitalization and spend reporting."
  significance: "Bridges engineering delivery and financial reporting, the CapEx/OpEx question a CTO is expected to answer, backed by real captured data rather than estimates."


# ==================================================================
# 4. MANAGEMENT REPORTING
# ==================================================================

management_reporting:
  description: >
    Rolls the captured effort up into reporting for management and
    finance.
  outputs:
    - "Worklog roll-ups over date ranges, grouped by team member, ticket, and project/phase."
    - "Timesheet views (per-user grids and chronological audit lists) plus exportable reports (spreadsheet) for finance/management consumption."
  cross_reference:
    $ref: "https://zc8.com/competencies/13_reporting_analytics_reconciliation"


# ==================================================================
# 5. THE SUPPORTING TOOL
# ==================================================================

supporting_tool:
  description: >
    Commissioned and shipped a purpose-built application to
    operationalize this, so the team and stakeholders interact
    with the process through a tailored interface rather than raw
    tracker screens.
  detail: >
    The intake-and-tracking portal (see COMP-19) exists to serve
    this setup: it captures well-classified work, exposes the
    worklog timesheets and roll-up reporting, and lets people who
    don't hold a tracker license still participate, all in service
    of clean time data for CapEx and management reporting.
  cross_reference:
    $ref: "https://zc8.com/competencies/19_modern_fullstack_product"