- Simplify flatten_vault API to return usize instead of MigrationResult struct
- Add KEEP_FOLDERS: attachments/ and _themes/ alongside type/, config/, theme/
- Use HashSet for collision tracking in unique_filename
- Update wikilinks from path-based [[folder/slug]] to title-based [[slug]]
- Clean up empty directories after flattening
- Flatten demo-vault-v2: move all notes from type-based subfolders to root
- Update smoke tests for flat vault structure
- Remove migrate_to_flat_vault from repair_vault (one-time migration only)
Co-Authored-By: Claude Opus 4.6 (1M context) <noreply@anthropic.com>
Team management is about getting the most out of a small, high-trust team without introducing the overhead and bureaucracy that kills small operations. With person-matteo-cellini on partnerships, person-paco-furiani on operations, and person-sara-ricci on editorial, the team is compact but covers the critical functions of the business. This responsibility encompasses hiring decisions, task coordination, performance feedback, and building a culture where people do their best work with minimal friction.
Scope
Running weekly team syncs to align priorities, surface blockers, and maintain shared context
Conducting biweekly 1:1s with each team member to provide feedback, coaching, and support
Tracking task completion rates to ensure operational commitments are met consistently
Running quarterly retrospectives to reflect on what is working and what needs to change
Making decisions about team structure, roles, and potential new hires as the business grows
Maintaining team morale and engagement, measured through internal NPS and qualitative signals
Current state
The team is functioning well. Weekly syncs keep everyone aligned, and the biweekly 1:1 cadence provides enough touchpoints to catch issues early. Task completion rate is above target, and the overall vibe is positive — people feel ownership over their domains and have the autonomy to make decisions within them.
The main area to watch is scaling. As Refactoring grows, the current team structure will come under pressure. Matteo is increasingly stretched across partnerships and sponsor outreach, and there may be a case for additional support there. The quarterly retro has been valuable for surfacing these kinds of structural questions before they become urgent. The philosophy outlined in small-teams-scale-through-systems guides how the team thinks about growth — systems and processes first, headcount second.
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