# TesseraLabs.IO Director of Center of Excellence Implementation Plan ## Start Date This plan is designed to be initiated in **July 2026** and focuses on building the **service delivery operating model** for the services TesseraLabs.IO will sell in the market. ## 1. Purpose The purpose of this plan is to help TesseraLabs.IO stand up a **Center of Excellence for Delivery** that can: - industrialize service delivery - convert product capabilities into repeatable customer services - establish governance, quality, and execution discipline - support early customer engagements with measurable outcomes - create the operating backbone for scale This plan assumes the Director of CoE will lead the creation of the service delivery framework across the following Tessera-aligned service domains: - ERP migration acceleration - code remediation and optimization - data quality and harmonization - cross-system orchestration - continuity and operations support during transformation ## 2. CoE Mission The Center of Excellence should become the operating layer that connects: - **Sales and solutioning** so sold services are scoped correctly - **Product and platform** so platform capabilities are translated into delivery methods - **Delivery execution** so customer work is repeatable, governed, and measurable - **Customer success** so value realization and expansion are built into the model ## 3. Target Outcomes for the First 6 Months By the end of **December 2026**, the CoE should have delivered: - a standard service catalog for Tessera delivery offerings - a phased delivery methodology aligned to Tessera solutions - standard onboarding, governance, and reporting templates - defined roles, RACI, and escalation paths - KPI and SLA framework for delivery performance - pilot-ready playbooks for at least 2 priority services - a wave-based operating model for customer execution - reusable artifacts for presales, delivery, and service reviews ## 4. Priority Services to Operationalize First The first CoE implementation should focus on the services most aligned with TesseraLabs.IO public positioning and strongest market need. ### Wave 1 Services 1. **ERP Migration Acceleration** Focus on delivery planning, migration readiness, dependency control, and governed transformation execution. 2. **Code Remediation and Optimization** Focus on custom code inventory, impact assessment, remediation execution, testing support, and cutover readiness. ### Wave 2 Services 3. **Data Quality and Harmonization** Focus on data assessment, harmonization planning, exception handling, and business-rule governance. 4. **Cross-System Orchestration** Focus on change coordination across ERP, CRM, finance, and integration landscapes. 5. **Continuity and Operations Support** Focus on stabilization, hypercare, incident coordination, and business continuity through change events. ## 5. Implementation Workstreams The CoE should be implemented through seven workstreams. ### Workstream 1: Service Catalog and Packaging Objectives: - define what services Tessera sells - standardize service tiers and scope boundaries - map product capabilities to service outcomes Key deliverables: - service catalog - in-scope and out-of-scope definitions - commercial packaging assumptions - service tier structure - value proposition by service ### Workstream 2: Delivery Methodology Objectives: - create a repeatable delivery lifecycle - define phase gates, outputs, and quality checkpoints - ensure services can be run with governance from day one Key deliverables: - Tessera delivery methodology - phase entry and exit criteria - milestone model - implementation checklist by service - delivery readiness checklist ### Workstream 3: Operating Model and Governance Objectives: - define how delivery will be governed internally and with customers - establish decision rights, escalation, and reporting cadence Key deliverables: - CoE governance model - RACI matrix - escalation framework - RAID process - weekly and monthly review cadence ### Workstream 4: Delivery Assets and Accelerators Objectives: - create reusable artifacts that reduce setup effort - make each new engagement faster and more controlled Key deliverables: - onboarding templates - workshop templates - scope validation templates - status report templates - readiness dashboards - risk heatmaps - remediation backlog trackers ### Workstream 5: KPI, SLA, and Quality Management Objectives: - define how delivery success is measured - build a quality and performance culture early Key deliverables: - delivery KPI framework - SLA model by service type - defect and risk metrics - customer reporting pack - quality review checkpoints ### Workstream 6: Pilot Delivery Enablement Objectives: - prepare the organization to run the first delivery engagements successfully - ensure early wins are captured and converted into playbooks Key deliverables: - pilot selection criteria - pilot service playbooks - staffing model for pilot execution - hypercare model - lessons learned process ### Workstream 7: CoE Team and Capability Build Objectives: - define the minimum viable team to run the delivery model - identify skills, role profiles, and collaboration points Key deliverables: - CoE role map - capability matrix - hiring and partnering priorities - training plan - onboarding guide for future delivery leads ## 6. July 2026 to December 2026 Roadmap ## Phase 1: Mobilize **July 2026** Objectives: - establish the CoE charter - align with founders, product, sales, and delivery stakeholders - confirm which services will be operationalized first Activities: - confirm CoE mission, scope, and sponsorship - review Tessera product positioning and current sales narrative - identify target customers and expected service motions - select Wave 1 services - baseline existing artifacts from strategy, proposal, and remediation materials - define initial governance cadence Deliverables: - CoE charter - stakeholder map - 6-month implementation roadmap - service prioritization decision - initial meeting cadence Success criteria: - executive alignment achieved - scope approved - workstreams launched ## Phase 2: Design **August 2026** Objectives: - design the service delivery framework - create the operating model and governance structure Activities: - define service catalog and service tiers - define standard lifecycle for delivery engagements - create RACI and role expectations - define reporting cadence and escalation paths - define KPI and SLA baseline - create template inventory Deliverables: - service catalog v1 - delivery methodology v1 - RACI model - governance pack - KPI and SLA framework Success criteria: - delivery framework approved for pilot use - service definitions usable by sales and delivery ## Phase 3: Build **September 2026** Objectives: - create the practical assets needed to run customer delivery - make the model execution-ready Activities: - build onboarding and discovery templates - build scope confirmation templates - build backlog, RAID, status, and readiness trackers - finalize pilot playbooks for Wave 1 services - define staffing model and handoff model from sales to delivery Deliverables: - delivery asset library - pilot playbooks - service review templates - staffing and handoff model Success criteria: - all core delivery templates available - pilot teams can execute using a standard toolkit ## Phase 4: Pilot **October 2026** Objectives: - apply the model to early customer opportunities or internal simulations - validate that the method works end-to-end Activities: - run one or two pilot engagements or structured dry runs - test discovery, planning, wave management, and reporting - validate governance and escalation flow - capture defects in the operating model - adjust service packaging where needed Deliverables: - pilot execution report - issue log and improvement backlog - updated methodology and templates Success criteria: - pilot work executed with measurable control - top operating gaps identified and prioritized ## Phase 5: Stabilize **November 2026** Objectives: - harden the CoE model based on pilot evidence - prepare the delivery organization for broader rollout Activities: - refine playbooks and templates - align product, sales, and delivery handoffs - define quality review and assurance checkpoints - implement monthly service review structure - finalize Wave 2 service design assumptions Deliverables: - CoE operating model v2 - quality and assurance framework - handoff governance model - Wave 2 design brief Success criteria: - CoE model stable enough for repeat use - cross-functional handoffs clarified ## Phase 6: Scale Readiness **December 2026** Objectives: - move from pilot mode to repeatable execution mode - prepare the CoE for scaling in 2027 Activities: - define 2027 expansion roadmap - define hiring priorities and partner support needs - baseline delivery KPIs from first execution cycles - finalize service review dashboards - publish reusable accelerators and lessons learned Deliverables: - 2027 CoE scale roadmap - hiring and capability plan - KPI baseline report - final asset repository structure Success criteria: - CoE has a repeatable operating backbone - leadership has a scale plan and performance baseline ## 7. First 30 Days Agenda The first 30 days starting in **July 2026** should be highly structured. ### Week 1 - align with founders and leadership on CoE mandate - confirm success criteria for the role - review current product messaging, target clients, and active pipeline - collect all existing service, sales, and product materials ### Week 2 - assess current delivery maturity - identify gaps in scope definition, governance, and delivery readiness - define Wave 1 service candidates - map stakeholders across product, sales, engineering, and customer-facing roles ### Week 3 - draft CoE charter and operating model - draft first version of the service catalog - define governance cadence and reporting structure - confirm roles needed for pilot execution ### Week 4 - review the CoE design with leadership - agree on pilot priorities for August and September 2026 - publish the 6-month implementation roadmap - launch workstream owners and next-step actions ## 8. Recommended CoE Governance Cadence - **Weekly** CoE standup for progress, blockers, and decisions - **Biweekly** service design and asset review with product and delivery stakeholders - **Monthly** executive steering review covering progress, risks, and pilot readiness - **Per engagement** stage gate reviews for scope approval, execution readiness, and customer reporting ## 9. Core KPIs for the Director of CoE The Director should propose a simple KPI set from the start. - percentage of priority services with approved playbooks - percentage of delivery templates completed - average time to mobilize a new engagement - percentage of engagements using standard methodology - scope change rate after kickoff - milestone adherence rate - defect leakage rate from remediation to validation - customer reporting timeliness - SLA compliance by service type - lessons learned closed within target window ## 10. Key Risks and Mitigations ### Risk 1: Product and service are not translated clearly enough Mitigation: Create a formal mapping from Tessera platform capabilities to sellable services, delivery activities, and measurable customer outcomes. ### Risk 2: Sales closes work before delivery is standardized Mitigation: Introduce service scope guardrails, standard assumptions, and delivery approval checkpoints before deal commitment. ### Risk 3: Too many services are launched at once Mitigation: Focus on Wave 1 services first and delay broader standardization until pilot evidence exists. ### Risk 4: Early customer work becomes fully custom Mitigation: Use Fit-to-Standard principles, enforce phase gates, and approve exceptions through governance. ### Risk 5: Delivery metrics are not defined early Mitigation: Launch with a minimum viable KPI and SLA pack even before the first customer engagement starts. ## 11. Executive Positioning for Your Application This plan positions you not only as a delivery leader, but as the person who can help TesseraLabs.IO convert its AI platform promise into a scalable, enterprise-grade service business. Your message can be framed as: - Tessera has a strong modernization story - the next step is to operationalize that story into repeatable services - the CoE is the mechanism that creates consistency, governance, quality, and scale - July 2026 is the right moment to build the operating backbone before growth creates fragmentation ## 12. Immediate Next Deliverables You Could Present If you want to use this plan in your application or interview, the strongest companion artifacts would be: - a 1-page CoE charter - a 90-day action plan for July to September 2026 - a service catalog draft for Wave 1 and Wave 2 services - a governance and RACI overview - a delivery KPI dashboard mockup