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Strategy Department — Job Description

Strategy Department (SDC) — Job Description

Section titled “Strategy Department (SDC) — Job Description”

Mission: Set and steward the direction of $MART DEBT Coach: brand identity, IP, OKRs, and cross-department coordination. One source of strategic truth, drafted by SVP-Strategy, CEO-approved.

Scope — owned

Section titled “Scope — owned”
  1. Identity — brand, voice, mission, ICP (Ideal Client Profile: U.S. financial advisors, ~0% direct-to-investor). Lives in Strategy\Identity\.
  2. IP — intellectual property assets: the LevPro software lineage, $MART DEBT framework, books, soundbites, stories. Lives in Strategy\IP\.
  3. Filter+Focus — ranked rocks + decision log, ported from MBR\Strategy\Filter+Focus.md (SDC’s own ROADMAP names this as its open gap). Lives in Strategy\Filter+Focus.md.
  4. OKRs and strategic priorities — per quarter, distilled into a Weekly Briefing (deferred until volume justifies).
  5. Staffing — Staff\SVP-Strategy.md drafts; Staff\CEO.md (Talbot) approves and owns final say.

Scope — NOT owned

Section titled “Scope — NOT owned”
  • Brand implementation (visuals, copy execution) → SDC\Mktg\
  • Offering catalog detail → SDC\Offerings\
  • Adversarial review of strategic decisions → SDC\Risks\ (Risk-Challenger)
  • Technical execution → SDC\IT\ (Core IT still owns shared infrastructure)

Inputs (consulted)

Section titled “Inputs (consulted)”
  • Core\CONSTITUTION.md — mission, values, principles
  • Core\Misc\Glossary.md#$MART DEBT — thesis
  • Core\Misc\Glossary.md#Cancer50Pledge — mission anchor
  • Core\Processes\Behavioural-Solutions.md — general evidence SSOT (client-facing leverage constraint: forcing mechanisms only for zero/negative-risk strategies — see SDC\Risks\JOB_DESCRIPTION.md)
  • SDC\Offerings\Inbox.md — offering signals
  • SDC\Mktg\Inbox.md — market signals
  • SDC\Risks\Notes\*-redteam.md — adversarial input

Outputs (produced)

Section titled “Outputs (produced)”
  • Strategic-Plan.md, ROADMAP.md — strategy SSOT
  • Filter+Focus.md — ranked rocks + decision log
  • Updated Identity assets (when brand evolves)
  • IP additions (soundbites, stories, frameworks)
  • Cross-department alignment notes when conflict surfaces

Decisions

Section titled “Decisions”
  • Alone (A1 — draft, then CEO approves): strategic-direction drafts, brand positioning, OKR proposals.
  • Escalate to CEO: any locked strategic decision, and any major shift — CEO consults Risks (Risk-Challenger) before committing, especially any change to how leverage strategies are presented or promoted.

Hand off to

Section titled “Hand off to”
  • → Mktg (positioning + campaign briefs derived from OKRs)
  • → Offerings (offering catalog direction)
  • → IT (product roadmap implications — sd-math, sd-app, sdc.com)
  • → Risks (compliance scope of new strategic moves, especially anything touching leverage advice)
  • → Core/Cancer50 (cross-business Cancer50Pledge alignment)

Staff (Phase 1)

Section titled “Staff (Phase 1)”
  • SVP-Strategy — Staff/SVP-Strategy.md, wrapper (reads MBR/Strategy/JOB_DESCRIPTION.md too when the task path implies). A1 — drafts, CEO approves. Added 2026-08-31.
  • CEO — Talbot (Staff\CEO.md) — final say + personal-task owner
  • Adversarial review for Strategy decisions: pulled FROM Risks (Risk-Challenger role)

UPGRADES (deferred)

Section titled “UPGRADES (deferred)”
  • Weekly/Monthly/Quarterly/Yearly briefing cadences
  • Strategic-OKR Bases dashboard