Client Engagements
CueHIRE™ engagements run on a written proposal or agreement that states scope, capacity and terms. This page is the operating manual for everyone working inside one.
Communication channels
| Channel | Purpose |
|---|---|
| WhatsApp (client group) | Discussion with client representatives — onboarding, fast coordination and informal updates. Never credentials, never formal approvals — those belong on email. |
| Slack (internal) | A dedicated channel per engagement for the Cuesoft team: implementation planning, sprint coordination, technical discussion. |
| Linear | The system of record for the engagement's bugs, requests and sprint work. |
| Jira Service Management | Today's structured intake for client bug reports and support requests, triaged into Linear. Roadmap: a WhatsApp bot that files Linear issues directly — clients prefer WhatsApp to forms, and it automates intake end to end. |
| Email group | High-stakes communication. A dedicated group per engagement (the cuehire-<client>@cuesoft.io pattern) carries formal correspondence, approvals, access requests and sensitive matters — assigned personnel are added to it for continuity and stakeholder visibility. |
| Meetings | Monthly coordination reviews, sprint planning where the client's input is needed, incident reviews and escalations. |
Support levels
| Category | What it means | Handling |
|---|---|---|
| Critical production outage | Platform unavailable or a core flow broken for most users. | Initial response within 2 hours during covered periods; remediation efforts start within 4 where access and dependencies allow. |
| High-priority defect | A major workflow impaired but a workaround exists. | Triage within 1 business day; planned into the active or next sprint by severity. |
| Routine bug / request | Non-critical defect or support item. | Business hours, prioritised on the board. |
| Feature request | New or changed functionality. | Reviewed and planned into two-week sprints, best-effort. |
| Maintenance window | Planned deploys and infrastructure changes. | Low-traffic windows where practical, with notice for user-affecting changes. |
Response targets are handling commitments, not guaranteed completion — completion depends on complexity, access, third-party dependencies and sprint capacity, and the engagement document is the authority.
The engineer's duties on a client project
- Ship inside the client's sprint cadence; flag risk the day you see it, not at review.
- Keep the client's data confidential and inside approved systems — the confidentiality and data-protection policies apply with full force.
- Never make unauthorised production changes, credential rotations or DNS changes; anything touching production goes through the engagement lead.
- A monthly work report goes to the client: completed work, open issues, incidents, risks and next priorities. Your board hygiene is what makes that report writable.
Escalation
Escalation ends at the founders' table: engagement lead → the division MD (CueHIRE™) → the CEO. Clients are told this path at onboarding, and it is honoured — no client should ever feel their problem has nowhere to go.