The operating rhythm

A small company does not need much process. It does need the same few checkpoints to happen without anybody remembering to call them.

Weekly

Monday — what matters this week. Look at the board, not at the inbox. Pick what has to be true by Friday and say so out loud. Anything blocking somebody else goes first.

Friday — what actually happened. What shipped, what slipped, and what we learned that changes next week. Fifteen minutes, written down, not a meeting for its own sake.

Monthly

Month end. Close the books in the accounting system, pay contractors, reconcile payouts against orders. See operations/sops/monthly-close.md.

Then read the risk register and change what is no longer true. A risk register reviewed once a year is a document; reviewed monthly it is a tool.

Termly

The academic year drives this business far more than the calendar quarter does. The real checkpoints are the intro weeks, the exam blocks, and the resit periods, and they are in go-to-market/strategy/academic-calendar.md.

At the start of a term: set the objectives in company/okrs.md and make the milestones on the board match them.

At the end of a term: write the review into company/reviews/, using /quarterly-review. Say what the objectives were and what happened, in that order, including the ones that did not land.

What keeps this honest

A scheduled job opens an issue for each of these when it is due, and another for any document whose review cadence has lapsed. Nothing here depends on somebody remembering.