Team, Roles & Skills

The bench that runs the standard today — and the named roles the delivery org hires to scale the process past its founders.

Confidential · June 2026. The current bench is real and named. The scaling roles below are the org we intend to staff as engagement volume grows — they are target roles, not filled seats. Compensation, headcount, and timing are illustrative planning placeholders, not commitments. The independence separation described is an intended structure; govrn is pre-entity today, so it is a design constraint we are building toward, not an operating fact.

How to read this

govrn delivers a repeatable arc — Assess → Design → Implement → Operate → Attest → re-baseline — and a repeatable process is only as durable as the people who can run it without the founders in the room. This document has two parts. First, the current bench: who does what now. Second, the delivery org as it scales: the named roles we hire, what each owns, the skills and frameworks they must hold, and the govrn certification level each requires before they touch a client record. The throughline is independence — the body that builds and runs is structurally separate from the body that attests, and that line runs through the org chart, not just the brand.

Part 1 — The current bench

Five people carry the standard, the engine, and the go-to-market today. Roles are concentrated by necessity; that concentration is exactly what the scaling org below relieves.

Enterprise delivery — the TTEC Digital architects. Chris Bennett, Roberto Lleras, and Sean Barlow are enterprise lead architects at TTEC Digital — Microsoft's 2025 Dynamics 365 Service Partner of the Year and a 10-year Microsoft Inner Circle member (10,000+ Microsoft projects, 1,400+ certifications; deep Azure, Fabric, Dynamics 365 and Copilot). They bring top-level Microsoft relationships and lead govrn's enterprise cloud, data, and infrastructure delivery — overseeing the discovery and platform implementation at the highest enterprise level. The play: govrn.ai as the lead enterprise brand, with a Microsoft-platform solution first (a Microsoft co-invest through these architects' senior relationships), then AWS and Google — the same architects carry all three. They partner in from TTEC Digital as the enterprise-delivery team.

The premise is explicit: we will have more people. The roles above are doing the work of the roles below until those roles are staffed.

Part 2 — The delivery org as it scales

As engagement volume grows, the work decomposes into named roles. Each is defined by what it owns, the skills and frameworks it must hold, and the minimum govrn certification level. Certification levels tie directly to the training and certification track — no one operates above the level they have earned.

Independence is an org-chart fact, not a slogan

The Attestation Lead — and the attestation function beneath that role — does not report into delivery, engineering, or the founder line that owns GTM. An attestation is the one output govrn cannot let its own delivery incentives touch. Build and run sit on one side (Governance Engineer, Solutions Architect, Delivery Lead, the engine itself); attest sits on the other (Attestation Lead, independence-cleared). The Grace Hill engagement — where we model an assumed internal estate around their shipped "Gracie" assistant — is exactly the kind of work where that separation has to hold: the same firm cannot both design Grace Hill's controls and certify that they pass.

Why this is how we scale

The founders prove the process works; the named roles make it repeatable without them. Each role has a defined ownership boundary, a skills floor, a framework requirement, and a certification gate — which means we can hire against a specification, train against a curriculum, and staff an engagement from a bench rather than from heroics. That is the difference between a consulting practice that depends on five people and a standard that an org can run at volume.