Sort every person who comes at the business into the four stages of awareness, then run a business-specific series of steps that moves each one up the ladder — so by the time they talk to the owner, they already know exactly what the business does and why it's the best choice. A buyer, not a tire-kicker.
That sentence is the org's product. Every division below produces one piece of it.
This is not a chart of who reports to whom — it's a map of production. Seven divisions, twenty-one departments, one product each, read 21 → 20 → 19, then 1 through 18. Hover, tap, or tab into any box to see what it produces and who holds it. The full explanation is underneath the board.
The numbering looks strange until you see that the board is really a circle drawn flat: Division 7 sits at the far left where the line begins, runs across through Divisions 1 to 6, and out of Division 6 the satisfied customer sends referrals and re-enrols for the next service — both landing back in Division 2, so the circle closes and runs again. Note where they actually become a customer: Division 3, where money changes hands.
Read it vertically, and note the levels — they are not the same rung. A division is commanded by a division head, who answers to an executive secretary, who answers to the executive director. Beneath a division head sit its departments, and beneath a department there can be units — it goes deeper as the org grows. Everyone above is responsible for everyone beneath them: if a department isn't producing, that's the division head's problem, then the executive secretary's, and up the line from there.
Read it horizontally, and read it in sequence — 5 to 6 to 7 to 8, not skipping. Each department hands its finished product to the next, which uses it to make its own. It's a series of cause and effect running around the circle, so when output stops you can see exactly which handoff broke.
Not every post does the same kind of work, and confusing the two is how people get judged unfairly.
Posts that handle and change the particle. The thing arrives, they do something to it, and it leaves different than it came in. The Registrar turns an interested person into a booked meeting. Delivery turns a scope into a working build. You measure these by what came out.
Posts that keep the line smooth and moving. They don't change the particle — they make sure it doesn't stall, get lost, or land on the wrong desk. Routing, communications, records. You measure these by whether the flow kept moving.
And the public doesn't touch every department. Department 08 pays the bills — a customer will never speak to whoever holds it and shouldn't. It's still a core function; an org that stops paying its people stops producing anything. Public-facing and essential are two different questions.
You don't need a name in every box for the board to work. Because it's a command channel, whoever sits above an empty box is responsible for its product until somebody is put there. Right now that's three people covering twenty-one departments — which is normal, and the board shows you exactly what to fill next.
Cyrus Igono — Founder & Executive Director, responsible for the whole board.
Tanina Jackson — Operational Executive Secretary, Divisions 4 and 5. The only technical person in the org.
Amahle — Public Executive Secretary, Division 6.
Everything else is held by the executive above it until it's filled.
Division 1, Department 1 — Routing, Appearances & Personnel — is the hiring post. As the org grows, whoever holds it acts as the establishment officer: finding people, getting them onto posts, and getting them hatted. Expansion is that department's product, not a side task somebody does when they have time.
Keep two administrative people for every one technical person. Technical delivers the product; administrative keeps the flow of people coming in, the money handled, and the org running — and an org that hires only technical people starves itself of the very traffic that keeps them busy.
The two administrative people are not interchangeable — they specialize:
One specializes in getting people. Bringing the public in and moving them up the line until they're a customer — the Division 1, 2 and 6 side of the board.
One specializes in preparing the product for delivery. Getting everything staged, scoped, scheduled and ready so the technical person can build without stopping to chase missing pieces.
Between them, those two straighten out delivery and keep it smooth — and smooth delivery is what makes customers happy. Today the org has one technical person (Tanina, Divisions 4–5), so the next hires go to the administrative side to build the ratio. When the org reaches four people, the next one after that is technical, and the cycle repeats: two admin, one tech. Hire to the ratio, not to whoever shouted loudest this week.