Katteke organizes work around five functional roles. These are accountability boundaries, not job titles or claims about headcount.
| Role | Accountable for | Required evidence |
|---|---|---|
| Direction | Purpose, priorities, product boundaries, and final decisions | Vision, roadmap, and accepted decisions |
| Product & Engineering | Requirements, architecture, implementation, maintenance, and technical trade-offs | Product docs, interfaces, tests, and release history |
| Quality & Security | Independent challenge, failure analysis, security review, and readiness gates | Review findings, test results, risks, and remediation status |
| Operations & Commercial | Reliable operation, support, customer promises, cost awareness, and service boundaries | Runbooks, service records, offer terms, and measured outcomes |
| Publishing & Documentation | Durable context, public clarity, provenance, reports, and publication hygiene | Maintained docs, decision index, reports, and review dates |
Rei currently owns final accountability across all five roles. When another person takes responsibility for a role or decision, the relevant document must name that person and the effective date. Attribution is never reconstructed from guesswork.
Decision flow
- Identify the problem, affected product or company area, constraints, and evidence.
- Decide whether the matter is routine work or a durable decision.
- For durable decisions, record alternatives, rationale, consequences, owner, decider, date, and review trigger before treating the choice as settled.
- Implement and verify through the accountable delivery role.
- Review from the quality and security perspective in proportion to risk.
- Update product truth and report verified outcomes. Do not publish plans as results.
Authority and challenge
Rei has final decision authority as Founder & CEO. Review remains useful even when one person holds several roles: the review step must deliberately challenge assumptions, check evidence, and record unresolved risk instead of merely repeating the implementation view.
Honest representation
Katteke does not describe functional roles as staffed departments, imitate public-company status, or claim certifications without evidence. Useful practices may be learned from established companies, but Katteke’s structure and terminology remain its own.
The documented adaptation of Nintendo’s public governance and reporting practices is recorded in Learning from Nintendo’s public practices.