Decisions Log

Why we do what we do. Decisions are logged here on the day they're made.

• 2026-05-13
  WF-6.9 Dashboard Tool Decision APPROVED. Roger signed off on Metabase Cloud as drafted (Starter at 1 CSA → Pro at 5+ CSAs). Status moved Proposed → Approved. Unblocks WF-6.10 anchoring to Metabase + WF-6.12 portal embedding to Metabase iframes. Sign-off date locked in WF-6.9 §Decision and sign-off.
  Owner: Roger Thompson
  Active v1.0 — Approved
• 2026-05-13
  WF-6.11 Website Infrastructure Decision drafted — Astro + Cloudflare Pages + Cloudflare Access (Google IdP) recommended. Formal vendor review (parallel to WF-6.7 / WF-6.9). 10 framework options evaluated (Astro recommended; Next.js + Vercel, Hugo, Eleventy, Docusaurus, WordPress, Framer, Webflow, Wix, Bubble rejected), 5 hosting options (Cloudflare Pages recommended; Vercel, Netlify, AWS S3+CloudFront, GitHub Pages rejected), 5 auth options (Cloudflare Access + Google IdP recommended; Auth0, Cle
  Owner: Roger Thompson (decision owner); Vincent + Brandon + Aaliyah + Jana + Sheryl (informational)
  Pending Roger sign-off
• 2026-05-13
  WF-6.12 Internal Portal Build Plan drafted. Implementation plan for `portal.cedarfell-logistics.com`. Six v1 routes: `/`, `/dashboards`, `/sops`, `/kpis`, `/decisions`, `/handbook`. Four-phase build: A scaffold (Day 1) → B first three SOPs as proof (Day 2) → C first dashboard embed (Day 3–4, depends on Metabase trial start) → D expand routes + migrate DNS (Day 5–7). Total v1 build: ~5 Roger days over ~2 weeks elapsed. Content migration approach: build-time sync script copies `/VD*/Workflows/*.md
  Owner: Roger Thompson (build owner); Claude (pair); Vincent + Brandon (consumers + UAT)
  Proposed — pending WF-6.11 sign-off
• 2026-05-13
  WF-6.11 Website Infrastructure Decision APPROVED. Roger signed off on Option A as drafted — Astro + Cloudflare Pages + Cloudflare Access (Google IdP) — as the website + access layer. Status moved Proposed → Approved. Cascades: WF-6.12 Internal Portal Build Plan and WF-6.10 Dashboard Layer Plan moved Proposed → Active (their explicit dependency on WF-6.11 sign-off is now cleared). Three Phase 3 architecture docs are now all approved or active.
  Owner: Roger Thompson
  Approved v1.0
• 2026-05-13
  WF-6.10 Dashboard Layer Plan drafted. Per-dashboard scope for the seven scorecard surfaces — Daily BC, Daily Owner, Weekly Friday Review, Monthly Driver Scorecard, Monthly P&L Review, Quarterly QBR, Annual Review. Each documented with: primary audience + cadence, gold view sources (with WF-6.8 view names and P0/P1/P2 phase tags), refresh schedule, distribution channel (portal embed + email digest + Slack alert), embedding tier capability (Starter static iframe vs Pro interactive), drill-down dep
  Owner: Roger Thompson (build owner); Vincent + Brandon (Daily BC + Weekly consumers); Roger (Daily Owner + Quarterly + Annual consumer); Roger + Jana (Monthly P&L + Quarterly + Annual consumer); BC on duty (Monthly Driver Scorecard owner per WF-4.4)
  Proposed
• 2026-05-13
  CEDARFELL PORTAL v1 LIVE. `https://portal.cedarfell-logistics.com` deployed end-to-end same day as WF-6.11 approval. Full sequence executed: (a) GitHub repo `Rogmar68/cedarfell-portal` created and scaffold pushed (24 files, 1391 LOC); (b) `npm install` + `npm run dev` smoke-tested locally — 6 routes render; (c) 6 dashboard placeholders added in patch; (d) Cloudflare account created; (e) Cloudflare Pages project `cedarfell-portal` connected to GitHub repo, auto-deploying from main; (f) custom dom
  Owner: Roger Thompson (build owner); Claude (pair); Vincent + Brandon + Aaliyah + Jana + Sheryl (consumers — UAT pending)
  Active v1.0 — LIVE
• 2026-05-12
  Domain + auth resolved for website infrastructure. Roger confirmed: owns `cedarfell-logistics.com` and runs Google Workspace on the domain. Architecture refined: external public site = `cedarfell-logistics.com` apex; internal protected portal = `portal.cedarfell-logistics.com` subdomain. Auth = Google Workspace SSO via Cloudflare Access — zero-config integration, no third-party identity provider needed (Auth0/Clerk/Supabase rejected; not needed when Google Workspace + Cloudflare Access works nat
  Owner: Roger
  Resolved
• 2026-05-12
  Website infrastructure architecture chosen + portal-first sequencing locked. Per Roger's expanded scope question: Cedarfell needs (a) internal protected team portal, (b) external public landing pages (customers, vendors, careers/hiring), and (c) the dashboard layer. Architecture: Astro + Cloudflare Pages + Cloudflare Access + Metabase Cloud. One codebase serves two sites with different access controls. Astro is markdown-native so existing `/VD*/Workflows/*.md` SOPs render directly as portal page
  Owner: Roger Thompson
  Direction locked — artifacts pending next session
• 2026-05-12
  WF-6.9 Dashboard Tool Decision drafted — Metabase Cloud recommended. Formal vendor review (parallel to WF-6.7) comparing 10 options: Metabase Cloud (recommended), Evidence.dev (hold as complement), Hex, Looker Studio, MotherDuck native Pulse, Power BI Pro, Tableau Cloud, Sigma, Apache Superset, custom Streamlit/Dash. Same evaluation lens as WF-6.7 (right-sized for scale, replicable per CSA without specialized skills, low operational burden, operator-profile-appropriate). Selected Metabase Cloud
  Owner: Roger Thompson (decision owner); Vincent + Brandon (primary consumers); Jana (financial consumer)
  Pending Roger sign-off
• 2026-05-04
  Schema v1.4 published — reconciled top-down design to MotherDuck reality. Existing `cedarfell` MotherDuck database (built by Roger with Claude Code prior to OS / KPI / Decision Catalogue work) inspected on 2026-05-04: 17 tables in `main` schema with 11 loaded bronze tables, 5 placeholder/empty bronze, 1 audit (`ingestion_log` with 22 entries), totaling ~2,800 rows. Existing implementation is structurally HIGH QUALITY and BETTER than v1.3 in several places: (a) settlement 4-way decomposition (`br
  Owner: Roger Thompson (schema owner); Roger + Claude Code (existing implementation, pre-OS work)
  Active v1.4
• 2026-05-03
  KPI Tree refinement pass — staged scope locked (Roger directive). Following the Decision Catalogue workshop close (2026-04-30), Roger directed v1.1 ship the additive + Apex 2 scope; the definition refinements (Scope B) and OP.VD5.08 retirement (Scope C) are deferred to v1.2 next round to keep v1.1 review burden manageable. Rationale: additive work is low-burden to absorb (BCs and Roger see new lines on scorecards but no existing definitions change); definition rewrites carry higher review burden
  Owner: Roger Thompson (scope owner); Claude (build)
  Active
• 2026-05-03
  KPI Taxonomy v1.1 published. Staged refinement (additive + Apex 2 update + Decision Catalogue cross-reference table) following workshop close. 13 net-new KPIs added (11 Operational + 2 Strategic): OP.VD1.08 (sit-the-route events / quarter — absolute coverage backstop, FedEx contract risk metric per Vincent WF-1.4 Q10); OP.VD1.09 (borrow utilization by source — Reliant first named source, mutual-aid dependency leading indicator); OP.VD1.10 (daily recruiting funnel — applications/interviews/hires/
  Owner: Roger (taxonomy owner); BCs (consumers Operational + Weekly); Jana (consumers Financial + Monthly); Roger (Strategic + Quarterly/Annual)
  Active v1.1
• 2026-05-03
  WF-6.8 Gold View Map v1.0 published. Canonical map of every gold-layer view in the Cedarfell warehouse. 32 views across 6 domains (Service Quality 7, Coverage/Talent 5, People Management 4, Financial 7, Fleet 6, Strategic 3). Phase split: 9 P0 (day-1 unblocked at Phase 2 kickoff 2026-07-01) / 17 P1 (Phase 1 capture sprint unblocks) / 6 P2 (blocked on future SOPs). Full DDL — production-ready DuckDB SQL for P0/P1; sketch DDL with TODO blocks for P2. Every view documented with: name + purpose + gr
  Owner: Roger Thompson (taxonomy owner); BCs (consumers Daily + Weekly); Jana (consumers Monthly + Quarterly); Roger + Jana (consumers Annual)
  Active v1.0
• 2026-04-30
  VD4 W4 (FedEx contract standing monitoring) resolved + VD4 D4 (en-route monitoring tools) resolved. Roger's terminology fix on W4: Vincent's "MGBA" reference was the legacy combined name for FedEx's contractor portal landscape. Today there are two distinct systems — MyBusinessAccount (MBA) for operational data (DSW, RYDE, MEDALS, EAS053, WSW, MMR) and MyGroundBiz (MGB) for informational/admin (vendor orders, news, contractor guides). Vincent's broad answer and Brandon's detailed task list descri
  Owner: Roger
  Active — Resolved
• 2026-04-30
  Cedarfell ↔ Swan Island headcount transition sequencing resolved (Roger). The mechanic + Aaliyah headcount question raised earlier today is resolved: Mechanics (Isaac, Brian) and eventually Aaliyah (if her role is preserved) WILL transition to Swan Island Fleet Hub as a separate business, BUT only after Swan Island can break even or turn a profit. Sequencing decision, not a permanent architecture. Trigger: Swan Island monthly P&L hits break-even (track via STR.ANCILLARY.02 Margin by entity). Unt
  Owner: Roger
  Active — Resolved (sequencing)
• 2026-04-30
  Cedarfell ↔ Swan Island Fleet Hub relationship clarified (Roger). "On VD3 the farming out of mechanic services is not separate from the Swan Island Fleet Hub. They are one and the same." Per Roger's correction: Swan Island IS the channel through which Cedarfell's excess mechanic capacity is sold to other ISPs, AND Swan Island IS the entity Cedarfell pays when it needs outside mechanic help beyond Isaac/Brian's in-house capacity. Bidirectional related-party transaction.
  Owner: Roger
  Active — Resolved
• 2026-04-30
  DECISION CATALOGUE WORKSHOP COMPLETE. Vincent's WF-1.0 Talent Pipeline returned (final round, ~15 of 22 substantively answered). VD1 fully reconciled — all 6 VDs in the Decision Catalogue are now reconciled across both BCs. Workshop status: complete. Forward path: KPI Tree refinement pass → Gold View Map → Phase 2 warehouse build per WF-6.4 / WF-6.7 (DuckDB + MotherDuck on S3, kicks off 2026-07-01). Significant new facts surfaced from Vincent's WF-1.0: (1) BC duty rotation explicit — Vincent Tue
  Owner: Roger (workshop owner); Vincent + Brandon (sources)
  Active — Workshop complete
• 2026-04-30
  Vincent's hand-written returns received — three documents in one bundle: WF-1.4 Route Coverage Protocol BC Input Form, WF-4.3 Exception Investigation BC Input Form, and WF-3.3 Breakdown Response Protocol SOP annotations. Both WF-1.4 and WF-4.3 were long-pending (out since 2026-04-13). Vincent's WF-1.0 Talent Pipeline form is still pending.
  Owner: Roger (decision); Vincent (source)
  Active — WF-1.0 still pending
• 2026-04-30
  VD1 D1 (call-out triage) and D2 (BC-driving logic) fully reconciled from Vincent's WF-1.4. Vincent's explicit 4-step night-before triage hierarchy: (1) need the driver / overstaffed?, (2) standby driver, (3) spread volume, (4) mutual aid as last resort. Both BCs converge on absorption-first, borrow-as-last-resort. Vincent's framing on BC-drives ("BC runs route") differs in word choice from Brandon's "default driver" framing but operationally identical given the asymmetric stop-pay arrangement. N
  Owner: Roger
  Active — Reconciled
• 2026-04-30
  VD4 D1 enriched with Vincent's WF-4.3 investigation method (5-step process: 6 AM DSW review → WA/driver lookup + GroundCloud GPS check → driver conversation → evidence pull → coaching). Operational shortcut surfaced: DNA usually does not require a FedEx portal response; 85s = hand sheet. Investigation method now triangulated across both BCs from independent angles — strongest possible validation of WF-4.3 SOP v1.0 design. New exception taxonomy data: most common exceptions other than "not on tru
  Owner: Roger
  Active — Reconciled
• 2026-04-30
  WF-3.3 Breakdown Response Protocol updated to v1.2 with Vincent's two protocol corrections (hand-annotated 2026-04-30): (a) Section 1 Notification Chain row 4 (BC → FedEx) — FedEx notification is NOT part of routine breakdown response; only triggered on major incidents (criteria added: total route loss / multi-hour delay affecting scan compliance / safety incident / multi-truck breakdown >25% fleet). (b) STEP 4 reversed direction: "Drive-Back to Shop" became "Swap Vehicle Brought to Driver" — sw
  Owner: Roger (decision); Vincent (source corrections)
  Active v1.2
• 2026-04-29
  Monthly Driver Scorecard design locked. Cadence: monthly only (no weekly artifact in v1.0 — daily 1:1s during belt phase remain the live coaching loop). Metric set: Standard 8-line / 9-metric (ILS%, DNA/1000, RYDE, 5-star reviews, 1-star reviews, SPH, Completion%, VEDR events, Attendance call-outs). Top Driver computation: z-score sum with directionality — no arbitrary weights, lower-is-better metrics flipped before summing. Disqualifier: any driver with VEDR > 0 or accident on record is ineligi
  Owner: Roger (design owner); BC on duty (operator); Roger (aggregate reviewer)
  Active v1.0 — first cycle to run after May 2026 month-close
• 2026-04-29
  WF-4.4 Monthly Driver Scorecard SOP v1.0 published. 13 sections covering: purpose, scope and design rules, owner and trigger (Day 1 pull / Day 3 Roger review / Day 5–10 driver distribution, 100% by Day 10), inputs and sources (9 metrics with R/P/B readiness flags), 11-step process, three views, Top Driver z-score math + directionality table + disqualifier, threshold reference (color-coded Red/Yellow/Green table), conversation framework (open with positive recognition, no named-peer comparison, s
  Owner: BC on duty (rotating Vincent ↔ Brandon) — owner; Roger — reviewer
  Active v1.0
• 2026-04-29
  Monthly-Driver-Scorecard-v1.0.xlsx built — 6 sheets (README, Driver-Data input, Computations, CSA-Average, Top-Driver, Individual-Scorecard printable). 313 formulas, zero errors after recalc. Driver-Data sheet pre-populated with the 11 active drivers (Dave Perez through River Walker-Schwarz). Computations sheet auto-calculates per-metric z-scores with directionality, composite z-sum, rank, DQ flag (VEDR > 0), and an Eligible-Composite helper for Top Driver lookup. Individual-Scorecard has a driv
  Owner: BC on duty (operator); Roger (review); template owner: Roger
  Active v1.0
• 2026-04-29
  WF-6.4 Monthly Driver Scorecard Data Acquisition Plan v1.0 published. Scope: scorecard-first slice of warehouse build (Roger chose this over full-Phase-1 warehouse or hybrid). Plan covers all 9 scorecard metrics across 3 capture buckets (A: 4 already-captured-weekly metrics needing only monthly aggregation; B: 3 RYDE metrics on one source needing capture-design + schema extension; C: 2 metrics needing brand-new tables — VEDR events and attendance call-outs). Four phases: Phase 0 manual first cyc
  Owner: Roger (plan owner); BC on duty (capture); Aaliyah (potential attendance owner); Jana (warehouse-side reconciliation)
  Active v1.0
• 2026-04-29
  Database Schema v1.3 published. Three changes: (1) New `vedr_events` table — 13 columns including event_type controlled vocabulary, severity, confirmed/false-positive flag, BC reviewer, coaching tracking, source_file. Indexes on (driver_id, event_date), event_date, confirmed. (2) New `attendance_log` table — 11 columns covering event_type (call_out / no_show / late / early_out / scheduled_off / sick / bereavement / other), advance_notice classification, coverage_source, optional coverage_cost_es
  Owner: Roger (schema owner)
  Active v1.3
• 2026-04-29
  Brandon Fankhauser returned WF-1.0 VD1 Talent Pipeline BC Input Form. 14 of 22 substantively answered, 8 marked N/A. Pre-seeded VD1 Decision Catalogue with full Daily/Weekly/Monthly/Quarterly/Annual sections + structural observations. Headline finding: VD1 today is largely reactive on operational hiring, proactive on quarterly headcount. Specific actionable findings: (1) Brandon's day-30 driver standard = 100 stops at 16 SPH minimum (quantified bar not previously documented); (2) Brandon's compe
  Owner: Roger (workshop owner); Brandon (source)
  Active — Brandon's practice only, Vincent pending
• 2026-04-29
  Pay-evaluation decoupling locked in (policy directive). Roger directive: do NOT link pay raises and performance evaluations. WF-5.4 SOP rebuilt to v1.1 to reflect decoupling. Changes: §9 rewritten ("Decoupled from pay — by design"), composite rating column changed from "Pay implication" to "What follows from the rating (NOT pay)," schedule day 16-22 reworked to remove pay communication, header info table adds explicit Pay decoupling row, open item "Standing raise framework decision" removed. Dec
  Owner: Roger
  Active v1.1
• 2026-04-29
  VD5 Divergence 3 resolved (tooling). Roger's call: not a real divergence — both BCs correct. Brandon's Slack-as-tool serves the daily coaching cadence appropriately. Vincent's "too many platforms, want centralized location" is exactly what the WF-6.4 / WF-6.7 warehouse build delivers (DuckDB + MotherDuck + Phase 3 dashboard layer Q4 2026). Slack stays as daily-coaching system; warehouse becomes the analytical centralized location. VD5 fully reconciled across all three divergences.
  Owner: Roger
  Active — Resolved
• 2026-04-29
  VD5 Divergence 2 resolved (annual review) + WF-5.4 Annual Driver Review SOP v1.0 built. Roger's call: both BCs effectively confirm no annual review exists today (Vincent's "Anniversary" was aspirational). Cedarfell will build one. Design choices locked: (a) cadence = post-peak January, AOP-aligned; (b) owner = Vincent (consistent with VD5 M2 — Vincent owns formal write-ups); (c) rubric = three composite ratings (Meets / Below / Exceeds Standard) across four dimensions (Service Quality / Producti
  Owner: Roger (decision); Vincent (owner); Brandon (contributor)
  Active v1.0
• 2026-04-29
  VD5 Divergence 1 resolved (OT eligibility). Brandon's WF-5.0 Q4 ("Everyone is eligible for OT") supersedes the dated 2026-04-13 VD6 finding ("Only Cherry is OT-eligible per Gusto employee_type"). Roger's call: trust Brandon — the Gusto reading 12 days ago was incomplete. All drivers are OT-eligible.
  Owner: Roger
  Active — Resolved
• 2026-04-29
  Brandon Fankhauser AND Vincent Tablet returned WF-5.0 VD5 People Management BC Input Form. Brandon: 22 of 22 substantively answered. Vincent: 11 of 22 substantively answered (sparse on Quarterly entirely). Reconciled VD5 Decision Catalogue with full Daily/Weekly/Monthly/Quarterly/Annual sections + structural observations. Three divergences flagged for Roger reconciliation: (1) Q4 OT eligibility — Brandon "Everyone is eligible" vs VD6 record "Only Cherry is OT-eligible per Gusto employee_type." F
  Owner: Roger (workshop reconciler); Brandon + Vincent (sources)
  Active — three divergences pending Roger resolution
• 2026-04-29
  Warehouse engine decision: DuckDB + MotherDuck on AWS S3. Replaces SQLite reference in Schema v1.2 / WF-6.4 Phase 2. Rejected three alternatives: SQLite (single-writer, row-store, no portfolio replication), Redshift Serverless ($400–800/mo at 1 CSA, $4–10K/mo at 10 CSAs, AWS DevOps burden Cedarfell can't carry), Redshift Provisioned (always-on cost, same DevOps burden). Architecture: S3 holds raw source files + Parquet staging files; DuckDB reads Parquet via httpfs; MotherDuck hosts the cloud da
  Owner: Roger Thompson (decision owner); Jana (informational consult)
  Active v1.0
• 2026-04-28
  Vincent Tablet returned WF-4.0 VD4 Service Quality BC Input Form. Answered 13 of 31 questions; 18 left blank. Pre-seeded VD4 Decision Catalogue section: 6 Daily decisions (D1–D6), 4 Weekly (W1–W4), 4 Monthly (M1–M4), 4 Quarterly (Q1–Q4), 4 Annual (A1–A4), plus structural observations. Key new facts: (1) VEDR in-cab video is actively monitored by Vincent from home during en-route — live safety/quality oversight tool not previously documented. (2) Both BCs independently check DSW each morning from
  Owner: Vincent Tablet (source); Roger (distribution)
  Active — Vincent's practice only, Brandon pending
• 2026-04-28
  Brandon Fankhauser returned WF-4.0 VD4 Service Quality BC Input Form. Answered 28 of 31 questions. Full reconciliation completed with Vincent's 13 answers. Roger resolved 5 divergences: (1) D4 en-route tools — VEDR mandatory for all BCs, sent back for joint alignment. (2) D5 CEBS/RYDE — BC on duty owns response every day incl. weekends, no Aaliyah role at scale. (3) W2 standup — both daily 1:1s AND Tuesday weekly standup confirmed (Brandon missed documenting the weekly). (4) W4 contract standing
  Owner: Roger (reconciliation); Brandon (source)
  Active — VD4 reconciled, 2 ask-backs pending
• 2026-04-20
  KPI Taxonomy v1.0 built as canonical reference for every KPI across Cedarfell and ancillary businesses. Dual-apex framework (Financial Outcome + Contract Standing, the latter as hard gate not supporting metric). Three layers: Operational (daily/weekly, by VD), Financial (monthly/quarterly), Strategic (quarterly/annual, by 8 decision areas: Fleet Strategy, Wage Structure, Expansion/Capital Allocation, BC Bench, Aaliyah Continuity, Ancillary Business, Exit Readiness, MEDALS cross-cutting). ~105 KP
  Owner: Roger (taxonomy owner); BCs (consumers for operational + weekly); Jana (consumer for financial + monthly); Roger (strategic + quarterly/annual)
  Active v1.0 — refinement expected as VD1/VD4/VD5 BC forms return
• 2026-04-20
  Scorecard Templates v1.0 built in two companion artifacts: (a) `/Templates/Scorecard-Templates-v1.0.md` — printable one-pagers for each of the six scorecards, each structured with block ordering, KPI-ID references, fillable layout, action items, and use rules; (b) `/Templates/Scorecards-v1.0.xlsx` — 7-sheet fillable workbook (Instructions + 6 scorecards) with manual input cells in blue, formulas where derivable, data-validation dropdowns for GREEN/YELLOW/RED standing and Yes/No gates. Every scor
  Owner: Roger (scorecard owner); BCs (Daily BC + Weekly); Roger (Daily Owner + Quarterly + Annual); Roger + Jana (Monthly)
  Active v1.0 — test-drive by BCs and Roger for 2+ cycles before Metabase encoding
• 2026-04-16
  WF-2.4 Nightly RouteSmart Plan Capture SOP v1.0 drafted. 6-step procedure, next-day BC as owner (same BC running NB1 — preserves person-based continuity). Captures header + per-route detail each night after NB1 close; morning reconciliation backfills actuals by EOD+1; weekly Friday pattern scan with Roger. Introduces `/VD2 - Daily Operations/Data/Nightly-Plan-Log.xlsx` with 11 header fields and 9 per-route fields, plus optional `Plan-Snapshots/` folder. Appendix fallback text template for file-u
  Owner: Next-Day BC (owner); Off-duty BC (backup); Roger (weekly consumer)
  Active v1.0 — Spreadsheet build pending
• 2026-04-16
  WF-3.2 Fuel Card Management SOP v1.0 drafted. 6-step procedure establishing the fuel card ↔ truck ↔ driver mapping Cedarfell lacks today. Aaliyah interim owner, Vincent backup, with an explicit Aaliyah-continuity section calling out Vincent shadow by 2026-05-31 and permanent successor designation before her Swan Island migration finalizes. Covers: card issuance, truck/driver reassignment, lost/stolen protocol, monthly Pacific Pride ↔ register ↔ Tensor GL reconciliation, quarterly physical audit,
  Owner: Aaliyah (interim owner); Vincent (backup); Roger (anomaly review); Jana + Sheryl at Tensor (reconciliation consumers)
  Active v1.0 — Register build + baseline audit pending
• 2026-04-14
  VD4 Service Quality workshop pivoted from live Q&A to BC Input Form pattern. Built WF-4.0 BC Input Form — Service Quality Decisions.docx: 31 questions across Daily (8), Weekly (7), Monthly (5), Quarterly (4), Annual (4), and Open Observations (3). Covers morning DSW review, pre-route check-in, mid-day exceptions, EOD close, scorecards, RYDE trends, FedEx contract standing, 1:1s, pattern escalations, contract renewal, annual benchmarks. Both Vincent and Brandon to complete independent copies.
  Owner: Roger (distribution); Vincent + Brandon (completion)
  Active v1.0 — Awaiting BC completion
• 2026-04-14
  WF-1.0 BC Input Form — Talent Pipeline Decisions built. 22 questions across Daily (3), Weekly (4), Monthly (4), Quarterly (3), Annual (3), Open (5). Covers call-out triage, BC-drives decision logic, new applicant triage, recruiting funnel, probation oversight (incl. Raskopf), training completion, coverage cost, compliance audit, terminations, headcount plan, comp benchmarking, peak-season prep, Aaliyah continuity, cross-contractor BC register.
  Owner: Roger (distribution); Vincent + Brandon (completion)
  Active v1.0 — Awaiting BC completion
• 2026-04-14
  WF-5.0 BC Input Form — People Management Decisions built. 22 questions across Daily (3), Weekly (4), Monthly (4), Quarterly (3), Annual (3), Open (5). Covers attendance/accountability, on-the-spot coaching, safety briefings, OT review, call-out patterns, stop pay calc, recognition, monthly people-1:1s, discipline escalations, comp adjustments, culture check, quarterly ratings, comp benchmarking, career ladder, annual review, raise decisions, benefits, future-state comp shift (stop pay → safety b
  Owner: Roger (distribution); Vincent + Brandon (completion)
  Active v1.0 — Awaiting BC completion
• 2026-04-14
  CLAUDE.md Systems table updated (both project-checked-in copy and global copy). Added MyBusinessAccount (MBA) and MyGroundBiz as separate entries with distinct purposes: MBA = operational (pickup manifest, MMR, WSW, EAS053). MyGroundBiz = administrative (vendor orders, guides/news, contract docs).
  Owner: Roger
  Active
• 2026-04-13
  Brandon completed WF-1.1 training curriculum: full 10-day schedule with daily milestones, skills, and pass/fail criteria
  Owner: Brandon
  Active — Needs Review
• 2026-04-13
  SPH targets updated by Brandon: probation end = 18.0 SPH (was 17), Week 5-8 = 15.0 SPH (was 13.0). Approved by Roger.
  Owner: Brandon
  Active — Approved 2026-04-13
• 2026-04-13
  WF-1.1 Training Documentation SOP v1.2 finalized. Brandon's full 10-day curriculum integrated into Section 5. Pass/fail criteria in Section 6. Common failures ("efficiency while delivering", "bad habits resurfacing") added as Section 7. PENDING markers removed.
  Owner: Brandon (owner)
  Active v1.2
• 2026-04-13
  WF-1.4 Route Coverage Protocol v1.0 finalized from Brandon's input form. Structured into 12 sections: purpose, constraints, roles, timing, decision tree, absorption rules, borrow protocol, onboarding, special cases, tracking, connected workflows, open items.
  Owner: Brandon + Roger
  Active v1.0 — v1.1 pending
• 2026-04-13
  Preferred ISP coverage partners documented: WGL, Turtle, Wifawn. BC contact list to be centralized.
  Owner: Brandon
  Active — Contacts pending
• 2026-04-13
  Brandon requests emergency-coverage incentive: time-and-a-half regardless of weekly hours when a driver picks up emergency coverage.
  Owner: Roger (decision)
  Active — Roger decision pending
• 2026-04-13
  Coverage Event Log template to be built at /VD1/Data/Coverage-Event-Log.xlsx with 7 fields (date, notice time, method, partner, stops absorbed, cost, outcome).
  Owner: Brandon
  Active — Build pending
• 2026-04-13
  Peak-season coverage plan to be drafted before Oct 2026.
  Owner: Roger + Brandon
  Active — Drafting Oct 2026
• 2026-04-13
  Vincent's WF-1.4 and WF-4.3 BC Input Forms still outstanding. Escalation: both forms are currently listed as Phase 2 reconciliation blockers.
  Owner: Vincent (to return)
  Active — Pending Vincent
• 2026-04-13
  WF-2.1 Morning BC Protocol remains In Build. No BC input returned from either Vincent or Brandon for morning-sequence discovery. Existing sections 1–7 remain active; Section 8 (detailed BC sequence) still pending.
  Owner: Vincent, Brandon (to return)
  Pending BC input
• 2026-04-13
  Brandon added "Injuries" metric to WF-5.1 experienced driver standards: target 0/week, unacceptable = any avoidable injury. Approved by Roger.
  Owner: Brandon
  Active — Approved 2026-04-13
• 2026-04-13
  Common training failures (Brandon): (1) delivery efficiency — trainees slow to develop SPH, (2) habits from other contractors that need to be coached out
  Owner: Brandon
  Active
• 2026-04-13
  Brandon completed WF-1.4 Route Coverage input form — full 12-step sequence plus 8 follow-up answers
  Owner: Brandon
  Active — Needs Review
• 2026-04-13
  Emergency coverage OT incentive (time-and-a-half for BCs to offer drivers) — deferred to WF-6.2 route profitability and driver compensation review
  Owner: Roger
  Deferred — Pending WF-6.2
• 2026-04-13
  Brandon completed WF-4.3 Exception Investigation input form — 8-step DNA process plus 6 follow-up answers
  Owner: Brandon
  Active — Needs Review
• 2026-04-13
  WF-4.3 Exception Investigation SOP v1.0 finalized from Brandon's input form. Vincent input still pending reconciliation.
  Owner: Brandon + Roger
  Active v1.0 — v1.1 pending
• 2026-04-13
  DNA root-cause frequencies (Brandon estimate): ~50% "package not on truck", remainder split across small-pkg wedged near tail / mixed into pickups / missing service cross or code / skipped stop / reused box / access issue.
  Owner: Roger
  Active
• 2026-04-13
  Exception Investigation Log to be built at /VD4/Data/Exception-Investigation-Log.xlsx with 12 defined fields (date, route, driver, type, root cause, recovery, portal response, coaching, notes).
  Owner: Brandon
  Active — Build pending
• 2026-04-13
  Open FedEx-side ask: request more specific found-location notes and photos on DNA/exception cases (distinguish "in the truck" vs "by the truck" vs "under dock").
  Owner: Roger
  Active — Open
• 2026-04-13
  Chase CC data received and categorized (Feb 12 – Apr 10, 81 debits, $30.7K). Dominant spend: Equipment Leasing 49% (Velocitor $15.1K), Vehicle Maint & Parts 45% ($13.8K). Remaining 6% = software, professional, office, compliance.
  Owner: Roger
  Active — Roger investigating gap
• 2026-04-13
  Velocitor breakdown: 5 scanners purchased Feb ($5,348), 9 devices purchased Apr ($9,611). Plus $10/device/month software license. Invoices available.
  Owner: Roger
  Active
• 2026-04-13
  Database schema v1.0 designed covering all operational data sources. 15 tables across 5 domains: reference (drivers, vehicles, cost_categories), settlement/revenue, operations/performance, fleet/fuel, financial.
  Owner: Roger
  Active — Design complete, implementation pending
• 2026-04-13
  Data collection process (WF-6.3) established: weekly calendar Sat–Thu, 12 data sources, file naming convention, folder structure, validation checklist, escalation process.
  Owner: Roger
  Active — Draft
• 2026-04-13
  Three-phase database implementation: (1) Spreadsheet-based (current), (2) SQLite + Python import scripts, (3) Dashboard layer. Decision on Phase 2–3 technology stack pending.
  Owner: Roger
  Active — Pending tech decision
• 2026-04-13
  Week of 04/04–04/10 was Easter week / holiday. Lower route count (5–10/day vs normal 8–9). Brandon and Vincent drove to cover routes — they only drive when needed, not regularly.
  Owner: Roger
  Active
• 2026-04-13
  GroundCloud Weekly Driver Productivity Report confirmed: only drivers who actually drove appear in report. BCs appear only when they drove routes.
  Owner: Roger
  Active
• 2026-04-13
  Gusto payroll export confirmed as "Payroll Journal Report" CSV. Compensation is hybrid: base hourly rate + variable Stop Pay. Total weekly employer cost: $20,985.66 (~$1.09M annualized). Gross earnings: $18,813.31/wk. Stop Pay: $1,931/wk across all drivers.
  Owner: Roger
  Active
• 2026-04-13
  Driver pay rates confirmed: Drivers $20.00–$26.25/hr, BCs $31.25–$37.50/hr, Mechanics $43.75/hr, Admin $26.25/hr, Roger $36.06/hr.
  Owner: Roger
  Active
• 2026-04-13
  Aaliyah's Gusto last name is "Larsen" not "Monet" as on roster. Name matching across systems requires per-system name fields in driver table.
  Owner: Roger
  Active
• 2026-04-13
  GroundCloud Timecard Report confirmed: CSV with Clocked Time and Drive Time entries per driver per day. Includes vehicle ID, clock in/out timestamps, duration. Vehicle assignments change day-to-day for some drivers.
  Owner: Roger
  Active
• 2026-04-13
  Weekly Service Worksheet confirmed: XLS from MyBusinessAccount, per-driver per-route per-day detail with 24 columns. Shows actual delivery stops, packages, pickups, ILS%, DNAs, exceptions. Contains contract totals and colocation (terminal) totals for benchmarking.
  Owner: Roger
  Active
• 2026-04-13
  EAS053 Data Confirmation Summary Report identified as new data source. PDF from MyBusinessAccount, weekly. Shows per-driver Ground (SP) vs eCommerce stop/package split for each day. Bridges WSW to settlements.
  Owner: Roger
  Active
• 2026-04-13
  Vehicle numbering discrepancy identified: GroundCloud uses 6-digit IDs (e.g., 418275), fuel vendor uses 3-digit numbers (e.g., 547). The 3-digit fuel numbers appear to match FedEx route/WA numbers. Need Roger to confirm mapping.
  Owner: Roger
  Active — BLOCKING for route profitability
• 2026-04-13
  Database schema updated to v1.1: 4 of 8 original data gaps resolved (WSW, Gusto payroll, GroundCloud Timecard, EAS053). Added routes table, vehicle_crossref table, wsw_daily_detail, eas053_daily_detail, updated payroll_records and timecard_entries with confirmed fields.
  Owner: Roger
  Active
• 2026-04-13
  Gusto does not support a "day rate" concept — day-rate pay is converted to an hourly rate assuming 8 hours/day.
  Owner: Roger
  Active
• 2026-04-13
  Time-and-a-half coverage pay: when a driver picks up extra work, the day rate moves from $160 → $180 (most drivers).
  Owner: Roger
  Active
• 2026-04-13
  Future compensation direction (not yet implemented): move away from Stop Pay bonuses toward hourly + weekly safety bonus.
  Owner: Roger
  Active — Future
• 2026-04-13
  Benefits eligibility: ALL employees are eligible for healthcare and 401K. Roger is the only one taking both. Vincent is the only one taking healthcare. No other employees currently enrolled.
  Owner: Roger
  Active
• 2026-04-13
  WA# (Work Area) structure clarified: 3-digit WA#s = printed parking spot numbers on the belt. 4-digit WA#s = rolling bin routes, loaded into carts away from the belt, typically bulk/large-package or undefined routes.
  Owner: Roger
  Active
• 2026-04-13
  Truck-card mapping risk: fuel cards are numbered to match WA# (3-digit), not Truck#. Cards stay with the truck, but trucks may not stay on the same WA week-over-week.
  Owner: Roger
  Active — RISK for fuel cost accuracy
• 2026-04-13
  RouteSmart (dro.routesmart.com) identified as nightly route planning system. Vincent or Brandon determines truck count for next day. NO historical data retention — plans change in real time and are not saved.
  Owner: Roger
  Active — BLOCKING for planned-vs-actual
• 2026-04-13
  VD3 Fleet Readiness decision catalogue complete across all cadences — 24 decisions. Daily D1–D9, Weekly W1–W2, Monthly M1–M2, Quarterly Q1–Q3, Annual A1–A3.
  Owner: Roger
  Active
• 2026-04-13
  Mechanic schedule split rolled out week of 2026-04-06: Isaac and Brian moved from Mon–Fri together to split coverage extending to weekends. Isaac adapting; Brian reluctant — watch as VD5 coaching item.
  Owner: Roger
  Active — New
• 2026-04-13
  Mechanics' paper notebook is the authoritative open-work-order record today. Fleet management program's job is to digitize without killing the shop-floor consensus that already works.
  Owner: Roger
  Active
• 2026-04-13
  WF-3.1 PM Compliance Runbook drafted as interim bridge for the PM schedule compliance gap (W2). 6-step weekly cadence: Mon mileage reads → Tue status refresh → Wed scheduling → daily completion logging → Fri 15-min review → Monthly MMR roll-up. Aaliyah owns (interim) until Fleet Hub migration; Vincent backup.
  Owner: Aaliyah (interim), Vincent (backup)
  Active v1.0
• 2026-04-13
  PM-Tracker.xlsx built as companion to WF-3.1. 6 sheets (Instructions, Dashboard, Truck Master, PM Schedule, PM History, Weekly Review Log). 12 trucks × 8 PM systems = 96 PM rows. 1,224 formulas, Green/Yellow/Red conditional formatting, 60-day compliance calendar.
  Owner: Aaliyah (interim data owner)
  Active v1.0 — Population pending
• 2026-04-13
  Q1 (fleet management program) and Q2 (fleet replacement strategy toward 2028 diesel exit) identified by Roger as top two fleet goals. Q1 kickoff is capacity-gated on D8 mechanic schedule split freeing weekday hours.
  Owner: Roger
  Active — Quarterly
• 2026-04-13
  Vehicle registration renewal = December, annual, all 12 trucks. Insurance renewal = semi-annual, automated (low-touch today). Federal Annual Inspection (DOT 49 CFR 396.17) = annual per truck, 12 inspection events spread through calendar.
  Owner: Aaliyah (likely)
  Active
• 2026-04-13
  VD2 Daily Operations decision catalogue complete across four phases — 28 decisions. Night-before NB1–NB2, Opening MO1–MO6, Belt phase D1–D14 (Brandon's practice), En-route ER1–ER3, End-of-day EOD1–EOD3.
  Owner: Roger
  Active
• 2026-04-13
  NEW FACT — BCs work from home during the en-route phase (after 8:40 AM dispatch until last driver returns).
  Owner: Roger
  Active
• 2026-04-13
  NEW FACT — drivers return at EOD after every other Cedarfell employee has left the station. Post-trip is fully self-serve; no in-person witness until MO1 the next morning.
  Owner: Roger
  Active
• 2026-04-13
  NEW FACT — NB1 (9:30 PM FRO route plan selection) and next-morning 5:30 AM call-out triage are executed by the same BC. Continuity is person-based, not document-based.
  Owner: Roger
  Active
• 2026-04-13
  MO3 — BC-driving-route decision is held open as late as possible (post-belt-walk, near 8:30 AM dispatch) so neighboring-ISP mutual-aid responses can still land.
  Owner: Roger
  Active
• 2026-04-13
  Systems-table correction: `MyBusinessAccount` (MBA) is the operational portal for pickup manifest download and MMR entry. `MyGroundBiz` is a separate FedEx portal for vendor orders, FedEx guides, and news. Brandon's WF-2.1 input form misstated "MyGroundBiz" — Roger corrected.
  Owner: Roger
  Active
• 2026-04-13
  NB2 — evening BC-to-BC context sync recognized as a real (informal) decision. Off-duty BC → on-deck BC phone/text throughout the evening to flag late call-outs, driver health, equipment, exceptions. No cadence, no format, no retention today.
  Owner: Roger
  Active — Candidate fix
• 2026-04-13
  Continuity risk flagged — Aaliyah's morning sweep duties (MO6) are single-threaded on her. Swan Island Fleet Hub migration creates an unfilled-duties gap unless absorbed by BCs or a new hire.
  Owner: Roger
  Active — Planning needed
• 2026-04-05
  Ownership model: BCs own all day-to-day operational decisions. Roger's role limited to KPI tracking, coaching BCs/Aaliyah, and approval authority on terminations, insurance claims, contract-level FedEx issues, and capital decisions only.
  Owner: Roger
  Active
• 2026-04-05
  Tensor P&L (Jan 17–Mar 31 2026): -$61,930 net loss over 10.5 weeks. Revenue $215,633 ($20.5K/wk). Three P&L issues: (1) salary reclassification mid-period, (2) low insurance/workers comp, (3) $34K uncategorized credit card expense.
  Owner: Roger
  Active — Needs cleanup
• 2026-04-05
  Cash burn ~$10K/week. Cash position: $240K→$132K over 8 weeks. ~13 weeks runway at current burn (to end of June). No debt.
  Owner: Roger
  Active — Critical
• 2026-04-05
  $34K "uncategorized expense" in March = mixed credit card (office supplies, truck parts, etc.). Roger will get itemized download.
  Owner: Roger
  ~~Active — Pending data~~ → Data received 2026-04-13
• 2026-04-05
  New ISPA C8891645 rate comparison vs old C8889777: Stop charge dropped $3.04→$2.40 (−21%). Package/eCommerce charges increased. Net weekly revenue impact estimated at −$791/wk (−3.0%) or −$41K annualized at current activity levels.
  Owner: Roger
  Active
• 2026-04-05
  Old contract had $14,000 Advance Contract Service Charge (one-time). New contract: $0.
  Owner: Roger
  Active
• 2026-04-05
  Service charge increase: $9,959→$10,007/wk (+$48/wk, +$2,496/yr). Liquidated damage rate: $3.98→$4.03/stop.
  Owner: Roger
  Active
• 2026-04-04
  Salary groups: (1) Drivers & BCs, (2) Mechanics, (3) Management (Roger + Aaliyah)
  Owner: Roger
  Active
• 2026-04-04
  Headcount plan: add 1 driver. No other changes until more business acquired.
  Owner: Roger
  Active
• 2026-04-04
  Revenue target: $1.4M–$1.5M annual. Currently 51 routes/dispatches per week, ~130 stops/route, ~17 SPH.
  Owner: Roger
  Active
• 2026-04-04
  $200K available for investment. Can borrow or lease. Fleet pathway TBD.
  Owner: Roger
  Active — Pending
• 2026-04-04
  Tensor provides monthly P&L and balance sheet, downloadable to Excel
  Owner: Roger
  Active — Pending download
• 2026-04-04
  New FedEx contract starts week of 4/11/2026 — new rates and service charge
  Owner: Roger
  Active — Pending
• 2026-04-04
  FedEx service charge: currently $9,959/wk, prior owner was $8,192–$8,205/wk. Will change with new contract.
  Owner: Roger
  Active
• 2026-04-04
  Routes: 8-9 daily normal, 5-6 low volume, 15-16 during holidays. Routes shift with volume.
  Owner: Roger
  Active
• 2026-04-04
  Driver shifts: Sun–Thu, Tue–Sat, Mon–Fri (business route), Fri–Mon (4-day). Mechanics moving to split shifts.
  Owner: Roger
  Active
• 2026-04-04
  No cost-per-mile figure. Fuel receipts by week available. Mileage from WSW and GroundCloud.
  Owner: Roger
  Active
• 2026-04-04
  Trucks normally stay assigned to same route but can shift. Track costs per truck specifically.
  Owner: Roger
  Active
• 2026-04-04
  Settlement details available by route in FedEx statements and WSW
  Owner: Roger
  Active
• 2026-04-04
  Seasonal volume pattern: holiday peak Dec (~2x normal), trough Jun–Aug (~85% of normal), ramp Oct–Nov
  Owner: Roger
  Active
• 2026-04-03
  Each VD folder separates /Workflows/ from /Data/
  Owner: Roger
  Active
• 2026-04-03
  Swan Island Fleet Hub treated as separate entity
  Owner: Roger
  Active
• 2026-04-03
  Target net margin: 18–22%
  Owner: Roger
  Active
• 2026-04-03
  MBO exit target: 2035
  Owner: Roger
  Active
• 2026-04-03
  No next expansion location selected
  Owner: Roger
  Active
• 2026-04-03
  Training curriculum milestones blocked pending Brandon's input
  Owner: Brandon
  ~~Active — Pending Brandon~~ → Completed 2026-04-13
• 2026-04-03
  All pre-Day 1 paperwork handled through Gusto online; Day 1 is GroundCloud training + uniforms + orientation
  Owner: Roger
  Active
• 2026-04-03
  Equipment (keys, scanners, iPads) assigned daily, never permanently issued to drivers
  Owner: Roger
  Active
• 2026-04-03
  Day 1 onboarding is shared ownership between Aaliyah and BC on duty
  Owner: Roger
  Active
• 2026-04-03
  BCs responsible for package balancing — redistributing between trucks based on count and size
  Owner: Roger
  Active
• 2026-04-03
  Scanner data fed from FedEx system; iPad/GroundCloud data fed from GroundCloud; BC manifest download pushes final data to both
  Owner: Roger
  Active
• 2026-04-03
  Tuesday safety meeting 8:00-8:30 AM, led by Brandon (Safety Lead) as part of weekly all-hands
  Owner: Roger
  Active
• 2026-04-03
  Next-day BC owns nightly route plan in FRO; deadline 11 PM, typically done by 9:30 PM
  Owner: Roger
  Active
• 2026-04-03
  FedEx overnight volume projections have 10-15% variance; no large-package data available
  Owner: Roger
  Active
• 2026-04-03
  Existing Pre-Dispatch Driver Checklist (by Vince/Brandon) filed as WF-2.7; cross-referenced from WF-2.1
  Owner: Vince/Brandon
  Active
• 2026-04-03
  Existing End of Day Driver Checklist (by Vince/Brandon) filed as WF-2.8
  Owner: Vince/Brandon
  Active
• 2026-04-03
  Work order tracking uses same xlsx-to-PWA pathway as fleet tracker
  Owner: Roger
  Active
• 2026-04-03
  Mechanics (Isaac Duncan, Brian Jordan) own data entry for work orders, inspections, and direct repair data
  Owner: Roger
  Active
• 2026-04-03
  Aaliyah Monet owns scheduling, parts ordering, and system data oversight for fleet tracking
  Owner: Roger
  Active
• 2026-04-03
  Fleet tracker updated after every work order and during quarterly inspections
  Owner: Roger
  Active
• 2026-04-03
  Fleet data points: VIN, FedEx #, Mileage, Last PM Date, Condition Rating, Repair History, License Plate, Insurance Policy #, Reg. Expiration, Inspection Date, Next Service Due, Fuel Type, Year, Make, Model, Status
  Owner: Roger
  Active
• 2026-04-03
  Collect 4 weeks baseline data before finalizing scorecard targets
  Owner: Roger
  Active
• 2026-04-03
  Scorecard delivered weekly; monthly BC-driver performance conversation; BC focuses weekly on below-median drivers
  Owner: Roger
  Active
• 2026-04-03
  Future compensation shift: daily rate + stop bonus → hourly + safety/service bonus. SPH accounted for in base performance expectations.
  Owner: Roger
  Active — Future Implementation
• 2026-04-03
  Daily pre-route check-in is 1:1 BC/driver, fluid format, not time-bound; separate from Tuesday all-hands
  Owner: Roger
  Active
• 2026-04-03
  Probationary drivers: Week 1 min 6 SPH, end of probation min 13 SPH, must show week-over-week improvement
  Owner: Roger
  Active
• 2026-04-03
  Performance standards reviewed quarterly, not static
  Owner: Roger
  Active
• 2026-04-03
  Lead BC (Vincent Tablet) owns the performance standards document going forward
  Owner: Vincent Tablet
  Active
• 2026-04-03
  Truck capacity thresholds: P1000 = 180 stops, P700 = 160 stops, minimum 130 stops per dispatch
  Owner: Roger
  Active
• 2026-04-03
  Borrowed drivers from other ISPs — other ISP keeps full route revenue for that driver
  Owner: Roger
  Active
• 2026-04-03
  Call-out coverage approach is the same regardless of timing (night before vs. morning of)
  Owner: Roger
  Active
• 2026-04-03
  Call-out costs NOT currently tracked; future cost analysis per dispatch wanted
  Owner: Roger
  Active — Future
• 2026-04-03
  No-show (no contact by 6:45 AM) = potential immediate dismissal, Roger decides case-by-case
  Owner: Roger
  Active
• 2026-04-03
  No one-time consequence for single call-out unless excessive; most are sickness/overwork
  Owner: Roger
  Active
• 2026-04-03
  Two consecutive absences require doctor's note upon return
  Owner: Roger
  Active
• 2026-04-03
  Attendance tracking: weekly worksheet by Aaliyah, no long-term systematic tracking currently
  Owner: Roger
  Active — Gap
• 2026-04-03
  Incident notification chain: Driver → BC → Roger (all three always involved)
  Owner: Roger
  Active
• 2026-04-03
  Incident documentation required within 2 hours: Accident Form, police report, photos, VEDR data, FedEx accident kit
  Owner: Roger
  Active
• 2026-04-03
  Post-incident coaching is case-by-case, not automatic standard response
  Owner: Roger
  Active
• 2026-04-03
  FedEx MEDALS: Level system based on incidents/dispatches over 6+ months; Level 1 = weekly monitoring, Level 2 = monthly
  Owner: Roger
  Active
• 2026-04-03
  Mechanic dispatched to assess: determines field-fix, swap, or tow based on time and field-fixability
  Owner: Roger
  Active
• 2026-04-03
  Towing vendor: Hillsboro Towing (established relationship)
  Owner: Roger
  Active
• 2026-04-03
  BC keeps FedEx informed during breakdown situations
  Owner: Roger
  Active
• 2026-04-03
  On-duty BC owns FedEx portal response for exceptions/DNAs
  Owner: Roger
  Active
• 2026-04-03
  Exception investigation handled by BC — driver investigation, root cause, portal response
  Owner: Roger
  Active
• 2026-04-03
  Most common DNA root cause: package was not on the truck
  Owner: Roger
  Active
• 2026-04-03
  Exception investigation area has been greatly improved over past 8 weeks
  Owner: Roger
  Active
• 2026-04-03
  WF-4.3 exact process, response time, documentation location — discovery via BC input forms
  Owner: Roger
  ~~Active~~ → Partial close 2026-04-13 (Brandon only)