## Power × Interest Grid

┌─────────────────┬──────────────────┐
│ KEEP SATISFIED  │ MANAGE CLOSELY   │
│ (high power,    │ (high power,     │
│  low interest)  │  high interest)  │
├─────────────────┼──────────────────┤
│ MONITOR         │ KEEP INFORMED    │
│ (low power,     │ (low power,      │
│  low interest)  │  high interest)  │
└─────────────────┴──────────────────┘

### Manage Closely (priority)
• **VP Engineering** — Stake: technical accountability across the program. Both gates the architecture and signs off go-live.
  Cadence: Weekly 1:1, async tag on RAID changes, present at every architecture decision.
  Key angle: Where you're trading off (speed vs robustness, vendor lock-in vs velocity). They care about the why behind the decision, not the status.

• **Compliance lead** — Stake: gates production launch.
  Cadence: Biweekly 30-min sync once review window opens; monthly before. Pre-share every doc 48h before discussion.
  Key angle: What you've done to make THEIR review easy — clear scope doc, evidence pack, named owner. They are paid in completed reviews, not in updates.

### Keep Satisfied
• **CFO** — Stake: cost predictability + vendor SLA penalty exposure.
  Cadence: Monthly summary email + ad-hoc on material variance. Don't blast them with details they didn't ask for.
  Key angle: Net cost picture. Compare actual to plan; flag delta with reason. Don't front-load technical milestones; lead with budget.

### Keep Informed
• **Customer Support lead** — Stake: receiving end of cutover issues. High interest because their queue burns if you mess up.
  Cadence: Bi-weekly written update + a dedicated session at T-2 weeks pre-cutover.
  Key angle: What's changing for customers, in customer language. What ticket types will spike, what scripts to give the team.

• **Sales VP** — Stake: uptime during demos.
  Cadence: Bi-weekly status (they care about milestones); 1-on-1 at T-4 weeks pre-cutover.
  Key angle: What you'll do to avoid disrupting their pipeline. Pre-agreed escalation path for production issues.

• **Marketing director** — Stake: launch timing for external comms.
  Cadence: Bi-weekly summary; locked-in confirmation at T-3 weeks of launch.
  Key angle: Confidence in the date. They've probably already calendared a press push.

• **PMs (product + ops)** — Stake: peer coordination.
  Cadence: Standup-level — they're already inside the daily flow.
  Key angle: Where the work touches their workstream. Where ownership is shared.

### Monitor
• **Senior engineers (4)** — they're doing the work, not stakeholders to manage. Standard team comms (standup, planning).

### Mistakes to avoid
• Don't over-communicate to Keep Satisfied (CFO): a weekly update from you will start to feel like noise; they'll trust you less, not more, by the third "we're on track" email. Save the contact for material variance.
• Don't under-communicate to Customer Support: if they hear about the cutover from a customer ticket, you've failed. They need lead time to brief the team and pre-write responses.