Dutton Brown · Team Structure
Every department at Dutton Brown is structured around 6 pillars — the same framework applied to every team so anyone can onboard, delegate, and scale consistently. This page shows the current state of each team's pillars.
Select a team tab below. Where content is marked "Not yet filled in" that section exists in Notion but hasn't been written yet — those are the Q2 priorities. Pillars marked "Live" have content in Notion; "Partial" means some data exists (e.g. KPI database records) but the narrative isn't written.
What each department exists to do — its purpose, non-negotiable outcomes, and how it connects to other teams. Answers: Why does this exist? What breaks without it? What do we hand off?
Measurable performance indicators that show whether the department is succeeding. Turns activity into data — creating accountability and visibility essential for scale. Tier 1 = Score; Tier 2 = KPIs.
Current and future roles with each person's primary outcome — not just job duties. Clarifies who owns each result, enabling hiring triggers and performance conversations.
Repeatable processes, software, automations, and external partners the department relies on. SOPs turn tacit knowledge into teachable systems — critical for delegating or scaling.
Scheduled cadence for reviewing KPIs, resolving blockers, and aligning across departments. Establishes momentum and the communication structure that sustains growth.
| Tier | Cadence | Format |
|---|---|---|
| Weekly — A | 1:1 Check-in | Status, progress vs. goals, blockers, quick decisions |
| Weekly — B | 1:1 Ad Hoc Topic | One focused topic per session, scoped to resolve in 1–2 weeks |
| Monthly | Mgmt meeting (2nd Thu) | Cross-department KPI review and company-level priorities |
| Quarterly | Planning session | Focus projects, ad hoc slots, goals, standing deliverables (2 SOPs/dept) |
Forward-looking view: where the department is headed, what could slow it down, and what's actively being improved. Connects to Projects DB for improvement tracking.
What Marketing exists to do: owned channels, brand voice, customer lifecycle, trade program, and creative output. What breaks if Marketing isn't functioning?
Marketing KPIs being developed April 2026 (Q2 priority with Thomas & Hannah). Likely: ROAS, email revenue %, trade program members, conversion rate.
Current team: Hannah (Marketing Manager). Future roles as the team scales. Primary outcome per seat not yet documented.
Tools likely include: AdScale, Klaviyo, Canva, Google Ads, Shopify. Email automation SOPs are a May priority. No formal SOPs documented yet.
Weekly 1:1 with Thomas alternating Week A (check-in) and Week B (ad hoc topic). Monthly management meeting 2nd Thursday. Q2 ad hoc topics include: KPI development, email automation, trade program improvements.
Backlog includes: quarterly content shoots, trade show attendance (fall confirmed), blogs (blocked on Brand Guide), local designer outreach, unboxing experience. Not yet formally documented.
Powder coating, assembly, QC, fulfillment, and sandblasting. The department that converts sales into physical product. Key handoffs: receives from Operations (orders/parts), delivers to Shipping/Fulfillment.
KPIs being developed April 2026 (Q2 priority with Thomas & Catherine). Production Master Scorecard exists in Notion. Likely KPIs: on-time fulfillment %, defect/rework rate, booth utilization, output per day.
Team includes Catherine, Alex, Scottie, Sarah. Scottie & Sarah are newer hires without a formal onboarding structure yet. Cross-training plan (reducing key-person dependency on Alex) is in the backlog.
SOPs are the Q2 core focus: Testing SOP (April), QC Process (May), Assembly Process (June). MRPEasy is being scoped for ERP. Maintenance Procedures and Rework Log exist in Notion.
Weekly 1:1 with Thomas alternating Week A (check-in) and Week B (ad hoc topic). Monthly management meeting 2nd Thursday. Q2 ad hoc topics: KPI development, Testing SOP, QC process, Assembly SOP.
Backlog includes: booth utilization analysis (waiting on KPI data), maintenance log & schedule (blocked on SOPs), cross-training plan, new hire onboarding. Compressor & dryer system is a high-priority facilities item.
Purchasing, parts ordering, vendor relationships, inventory visibility, ERP administration, and logistics. Bridges Production's material needs with supplier/vendor execution.
KPIs being developed April 2026. Operations KPI pages exist (Budget Variance %, Vendor Software Spend). Likely KPIs: on-time parts delivery %, budget variance, vendor lead time accuracy.
Primary: Chase. Currently handling purchasing, inventory, and vendor management. Role outcomes and future hiring triggers not yet documented.
MRPEasy ERP is being scoped (May) and implemented (June) — this is the central Q2 effort for Operations. Parts ordering process & inventory system is a high-priority backlog item once ERP is scoped. No formal SOPs yet.
Weekly 1:1 with Thomas alternating Week A (check-in) and Week B (ad hoc topic). Monthly management meeting 2nd Thursday. Q2 ad hoc topics: KPI development, SKU development, MRPEasy scoping and implementation. Meeting cadence not yet fully confirmed.
High-priority backlog: parts ordering process & inventory system. Lower priority: customer FAQs. Key risk: communication gaps between Production and Chase on overseas parts / ETA visibility. Not yet documented.
Onboarding/offboarding, compliance, payroll coordination, team handbook, company policies, and internal communication infrastructure. Department owner not yet assigned.
KPIs not yet developed. No April Q2 milestone scoped for Admin & HR KPIs. Likely candidates: handbook acknowledgement rate, open role time-to-fill, onboarding completion.
No dedicated Admin & HR headcount yet — functions distributed across Thomas and Catherine. Role definition and eventual hiring trigger not documented.
2026 Team Handbook exists and was updated this quarter. Rollout underway (April). Handbook acknowledgement form in progress. Escalation Framework rolled out April 2026. Offboarding SOP is a backlog item.
No dedicated Admin & HR meeting cadence established. Q2 items (Handbook rollout, Performance Management, Company Hub) are handled through existing 1:1s with Thomas. Formal cadence TBD once a department owner is assigned.
Backlog: Offboarding SOP (no documented exit process), Escalation Framework check-in (needs feedback loop after 1–2 months). Biggest risk: no assigned department owner means Admin & HR gaps fall to Thomas by default.
Product design (CAD/Revit), digital product assets (.glb, renders, spec sheets), Shopify theme development, and duttonbrown.com. The department that defines the product & brand experience.
No KPIs developed yet. Q2 doesn't include a formal KPI development milestone for D&D. Likely candidates: products with complete .glb assets, Revit file accuracy rate, site performance scores, legacy account migration completion.
Currently Thomas-only. Future: contractor or in-house designer as volume scales. Content funnel (April) is the first step toward a repeatable production workflow that others could contribute to.
Tools: Revit (product modeling), Shopify (storefront), Canva, db-dev repo (Liquid/CSS/JS theme). No formal D&D SOPs yet. Content funnel for images & .glb files is an April milestone — establishes the first repeatable workflow.
No structured D&D 1:1 cadence (Thomas owns this dept). Work is tracked via Projects DB and weekly self-review. Could benefit from a monthly self-audit once KPIs are defined.
Backlog: 3D viewers / .glb turntables (waiting on content funnel), duttonbrown.com UX improvements (ongoing), improved trade portal (after June trade program), Trade Program Automation (Make + AI). Single-person dept is the primary risk.