Home The 61 Specialists & 8 Departments

The 61 Specialists & 8 Departments

Who does what inside your AOS company.
By AOS Support
• 9 articles

The 8 departments and 61 specialists

When you install AOS you get a complete company: 8 departments and 61 named specialist agents. Each role has a real job description and an acceptance bar for its work. These are specialists, not a single general-purpose assistant. This article is the map of who does what. The eight departments 1. Office of the CAO (head: Chief of Staff). Keeps the cadence. Friday founder summary, weekly priorities, vendor and tooling discipline. 2. Go to Market / Sales (head: GTM Strategist). Pipeline that moves, outbound that survives compliance review, pricing that survives a CFO. 3. Brand & Marketing (head: Brand Positioning Lead). Voice, position, and pages that convert; lifecycle that stops being an afterthought. 4. Customer Success (head: Customer Success Lead). Customers onboard themselves, support questions get answered before they are asked, expansion stops being accidental. 5. BizOps (head: BizOps Lead). Books that close on time, vendors held to terms, reports you actually read. 6. Product (head: PM Lead). Discovery close to users, clean releases, docs that pull their weight. 7. Engineering (head: CTO / Engineering Lead). Code that ships clean, reviews that catch the right things, CI green on main. 8. Security & Infra (head: Security & Infra Lead). Secrets walled off, PII tracked, the audit packet ready before the auditor asks. How the 61 roles add up Each department has a department head plus a set of specialist roles. Counting the heads and the specialists together comes to 61 named agents. Each department has its own deep-dive article in this section listing every role and what it can actually deliver. You do not assign roles by hand You never have to pick which specialist does what. You write a one-sentence mission, and the department leads route it to the right owners with acceptance criteria attached. The roster exists so you can see the depth of the team, not so you have to manage it.

Last updated on May 30, 2026

Office of the CAO: roles and what it does

The room that keeps the cadence. Friday founder summary, weekly priorities, vendor and tooling discipline. The team (head: Chief of Staff) - Chief of Staff - Automation Ops - Vendor & Tooling Ops - Ops Watchdog What this department actually does - Turns one sentence into a scoped mission. You write a one-line priority. It comes back with an owner, an acceptance bar, the non-goals, and the evidence required before anything starts moving. - Keeps the whole org honest on cadence. Weekly priorities set. Friday summary written. Anything stalled for a day gets flagged to the right owner before it rots. - Runs the operating review you keep skipping. Thirteen weeks of decisions, shipped work, and open loops compressed into one read. Old calls logged so they do not get relitigated. - Holds the tool and vendor line. Every paid tool tracked with cost and usage. Renewals queued 30 days out. Consolidation proposed before the next charge lands. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "Tell me what is actually stuck this week and who owns it." A short list of stalled missions, the owner of each, and the one decision or input that would unstick it. No status theater. - "I keep getting pulled into the same five decisions. Find them and route the rest." Every recurring decision logged, sorted into what only you should decide and what a department can own. The routine ones move off your plate with an owner attached. - "We are spending too much on tools. Cut it." Every subscription inventoried with cost, owner, and last-use date. Overlaps flagged, three cancellations proposed with the savings totaled. - "Set up the cadence so I never walk into a week blind again." A weekly priority hierarchy, a Friday founder summary, and a queue that surfaces anything stuck for 24 hours before you have to ask. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

Go to Market (Sales): roles and what it does

Pipeline that actually moves. Outbound that survives compliance review. Pricing that survives a CFO. The team (head: GTM Strategist) - GTM Strategist - Compliance & Outbound Review - Customer Interviewer - Growth Analytics - Launch PM - Market Research - Partnerships - Pricing & Packaging - RevOps - Sales Enablement - Sales Ops & CRM - SDR & Outbound Ops What this department actually does - Runs the outbound machine end to end. ICP defined, lists built, sequences written and personalized, sends scheduled. Compliance review catches CAN-SPAM and brand risk before anything leaves. - Keeps the pipeline honest. CRM hygiene enforced, stages audited weekly, stage-by-stage conversion reported. The number you look at is the number that is true. - Tests price and packaging like an experiment. Priced cohorts modeled and run. ARPU, retention, and realization tracked. Pricing changes brought to you with the math, not a hunch. - Mines deals and the market for signal. Win-loss interviews synthesized, competitor moves tracked weekly, emerging objections flagged before they cost you the next quarter. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "Build me an outbound motion to mid-market ops leaders and do not get us blocked." An ICP, a channel pick, and personalized sequences written and run. Every send passes a compliance check first. Meeting-show and meeting-to-pipeline reported weekly. - "Figure out why we lost the last 20 deals." Each closed-lost deal interviewed or reconstructed from the CRM. Objections and patterns surfaced, with the two changes most likely to move win rate. - "Our pricing feels wrong. Test it." A pricing experiment with two or three priced cohorts, the model behind each, and a read on ARPU and conversion. Winners proposed at the end of the quarter. - "Find the ten partners worth talking to and start the conversations." A ranked partner list with the fit logic, outreach drafted and sent, and first calls on the calendar. Pipeline tracked from there. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

Brand & Marketing: roles and what it does

Voice, position, and pages that actually convert. Lifecycle that stops being an afterthought. The team (head: Brand Positioning Lead) - Brand Positioning Lead - Brand Designer - Content & SEO - Copywriter - Creative & CRO - Lifecycle Email - Marketing Ops - Paid Acquisition - PR & Comms - Social & Community - Video & Creative - Web & Landing Page What this department actually does - Owns the voice and the positioning. One narrative, one voice doc, one acceptance bar. Every outbound asset checks against it so the brand sounds like one company, not twelve. - Ships pages that convert, then proves it. Landing pages built, shipped, and A/B tested. The conversion funnel through the site owned end to end, lift reported in unit terms. - Runs the content and SEO program. Editorial calendar planned, posts briefed and reviewed, clusters mapped to intent. Ranking and traffic tracked, not guessed. - Keeps lifecycle and paid working together. Onboarding, retention, and win-back sequences run on deliverability you can trust. Paid campaigns shipped across channels with CAC owned per channel. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "Our homepage is not converting. Rewrite it and prove the new one is better." Hero, body, and FAQ rewritten against the positioning. A CRO test set live so the winner is decided by data, not opinion. - "Pin down our voice so every piece of copy sounds like us." A one-page brand voice doc with the words we use, the words we never use, and three before-and-after examples. Every draft after that checks against it. - "Build a content engine around what we actually sell." A topic cluster mapped to buyer intent, a dozen essays scoped and briefed, the first two drafted and ready to publish. Ranking tracked per cluster. - "Our lifecycle emails are a mess. Fix them." Every sequence audited, dead branches cut, onboarding and win-back rebuilt. Deliverability checked and open and click rates reported week over week. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

Customer Success: roles and what it does

Customers onboard themselves. Support questions get answered before they get asked. Expansion stops being accidental. The team (head: Customer Success Lead) - Customer Success Lead - Account Expansion - Knowledge Base - Onboarding - Support Ops What this department actually does - Owns the customer health score. Usage and engagement signal rolled into a score that flags risk early. Renewals, NRR, and GRR reported weekly so nothing slips quietly. - Drives time-to-first-value down. Onboarding flow owned and improved month over month. The faster a customer wins, the longer they stay. - Makes expansion deliberate. Upgrade and cross-sell signal watched inside the book. Expansion conversations triggered on data, not on luck. - Answers the question before it is asked. Support triaged against SLA, repeat questions turned into self-serve articles, the next ten tickets prevented by the one doc written today. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "New customers take too long to get value. Fix onboarding." Day 1, 7, and 30 reworked into a flow that drives to first value fast. Activation measured weekly so you can see it improve. - "Tell me which accounts are about to churn and do something about it." A health score that flags at-risk accounts, the usage signal behind each flag, recovery calls booked, and the saves tracked. - "We are leaving expansion revenue on the table. Build the motion." Expansion triggers defined, owners and scripts assigned, the first three plays in motion against accounts showing upgrade signal. - "Stop the same support questions from coming in over and over." The top 20 repeat questions answered in the knowledge base. Tickets watched for the next pattern, with deflection tracked. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

BizOps: roles and what it does

Books that close on time. Vendors held to terms. Reports the founder actually reads. The team (head: BizOps Lead) - BizOps Lead - Finance Analyst - Legal Ops - Procurement & Vendor - Reporting & Ops What this department actually does - Runs the operating cadence. Monthly close, quarterly review, annual planning, all on schedule. Strategic intent translated into mission scopes the rest of the org can run. - Keeps the model honest. Cash, runway, and revenue forecast and updated. Unit economics tracked by segment so you know which customers actually pay off. - Holds vendors to their terms. Every contract read and scored, renewals surfaced before they auto-charge, the worst terms renegotiated. - Writes the report you actually read. Weekly operating report, monthly board pack, ad-hoc analysis. Five numbers and a chart, not forty slides nobody opens. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "Give me five numbers every Monday that tell me how the business is doing." A weekly digest with the five metrics that matter, one chart, and a one-line read on what changed. It lands before standup. - "Read every vendor contract and tell me where we are overpaying." Each contract read, renewal terms and auto-renew traps surfaced, the three worth renegotiating flagged with the savings estimated. - "Our close takes too long. Get us to a day-5 close." The monthly close run on a checklist, reconciliations owned, reclassifications caught early. Books closed by day five, every month. - "Stop sending me standard NDAs. Only bring me the real legal questions." Incoming requests triaged, standard agreements handled against an approved template, and only the genuine judgment calls routed to you. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

Product: roles and what it does

Discovery that stays close to users. Releases that ship clean. Docs that pull their weight. The team (head: PM Lead) - PM Lead - Docs & Technical Writer - Product Analyst - Release Manager - User Research - UX Designer - Voice of Customer What this department actually does - Owns strategy and the roadmap. Quarterly themes set, the roadmap maintained, prioritization defended. The product has a direction, not a backlog of loudest requests. - Keeps discovery close to users. Studies planned and run, interviews synthesized, feedback from support and sales aggregated into prioritized input the team can act on. - Measures what shipped. Event taxonomy owned, adoption and retention tracked per feature. The PM decides on data, and dead features get caught early. - Ships clean and documents it. Release calendar and feature flags managed, UI reviewed against the design system, docs and changelog written so nothing ships into a vacuum. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "I want to hear from five users a week without scheduling it myself." A running interview cadence with recruiting, scripts, and synthesis. Themes rolled into product input so the roadmap stays close to real users. - "We keep shipping silently. Every release needs notes." A release-notes pipeline where every ship is paired with notes and a one-line changelog. Customers and the team know what changed. - "Tell me whether people actually use the feature we just shipped." Event tracking in place, the activation funnel and retention curves measured weekly, adoption of the new feature reported instead of assumed. - "Our docs are out of date and support is paying for it." The top 10 features documented and kept current, the changelog written. Tickets-per-feature tracked so you can see the support load drop. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

Engineering: roles and what it does

Code that ships clean. Reviews that catch the right things. CI green on main. The team (head: CTO / Engineering Lead) - CTO / Engineering Lead - Backend & API Engineer - Codex Engineer - Data & AI Engineer - DevOps / SRE - Frontend Engineer - Hermes Agent OS Specialist - QA - Reviewer - Test Automation Engineer What this department actually does - Owns architecture and the hard calls. Technical strategy set, every architectural decision recorded, build-vs-buy decided with reasons. Quality enforced on the way in. - Builds and reviews the work. Backend services, APIs, and UI built against contracts and a component library. Every PR reviewed so quality, performance, and security do not drift. - Keeps the lights on. Deployment, monitoring, and on-call owned. A runbook and a post-mortem library that turn incidents into fixes instead of repeats. - Tunes cost and reliability. The agent runtime and orchestration graph optimized for cost and latency, the data and inference layer tuned per workload so the bill tracks the value. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "Our site is slow. Put it on a performance budget and hold the line." Initial JS pulled under budget, layout shift measured, the slow paths fixed. A Lighthouse check wired into CI so it does not regress next week. - "PRs are sitting for days. Get the review queue moving." Every open PR reviewed against quality, performance, and security bars within a day. Nothing rots silently waiting on a human. - "We keep shipping regressions. Build the test coverage." Automated tests across the critical paths, flake driven down, CI kept green and fast so a broken build means something is actually broken. - "Document the architecture so a new engineer can ramp in a day." Architecture decision records written, the runbook updated, the orchestration graph documented. The system stops living only in one person's head. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026

Security & Infra: roles and what it does

Secrets walled off. PII tracked. Audit packet ready before the auditor asks. The team (head: Security & Infra Lead) - Security & Infra Lead - GRC & Compliance - AppSec - Incident Response - Privacy & Data Protection - Security Automation & Pentest What this department actually does - Owns the posture and the threat model. The threat model and risk register maintained, security health reported monthly. You know where you are exposed instead of finding out the hard way. - Keeps secrets and data walled off. Keys inventoried and rotated, PII flow mapped, access reviewed. The privacy posture and DPA library kept current as the business changes. - Catches risk in the code. Application code and dependencies reviewed for risk, the dependency policy enforced, CVEs in production triaged and patched before they bite. - Runs toward the incident, not away. On-call for security events with containment, recovery, and a post-mortem. Quarterly adversarial tests and tabletop drills so the first real one is not the first one. Example missions in your own words You do not assign these tasks by hand. You type one sentence and the department scopes it. A few realistic examples: - "Find every secret key we have and lock it down." Every key inventoried, a rotation schedule set, stale and over-scoped keys revoked. The blast radius of a leak shrinks to something you can name. - "Map where customer data lives so I can answer a security questionnaire honestly." Every place PII lands documented, access reviewed, the data lifecycle written down. The questionnaire becomes a copy job, not a fire drill. - "Get us ready for a SOC 2 audit without me chasing evidence." Controls mapped to the framework, the evidence trail collected as the org runs, gaps flagged early. The auditor gets a packet, not a scramble. - "Review our top vendors for security risk before we sign anything." SOC 2 letters collected, DPAs filed, each vendor scored, and the risk register updated. The risky ones get flagged before the contract does. Every artifact this department produces runs through the four-step review (builder, QA, reviewer, security) before it reaches you, and any risky move waits at one of the five approval points.

Last updated on May 30, 2026