Platform Department Charter (Reason for Being)

status: active — Eden draft → CEO first review → 4-person input (Harin, Siu, Daon, Minho; synthesis: operations/reports/platform-charter-consensus-2026-07-16.md) → consensus meeting → final CEO confirmation (2026-07-16). The organizational structure (4 teams, 9 concurrent appointments, command) is the source of truth in [[org-ai-org-model]] and .claude/org/roster.md, not here. This document only answers "why it exists and where it goes."

1. Reason for Being (Why) — CEO-confirmed 3 Axes (2026-07-16)

The Platform department owns the company's first product, Hangar (hangar-tower.com). Three reasons justify this product's existence at Hunexia.

1. AI collaboration showcase — A living proof that "an AI agent organization plans, builds, and operates a real product." For Hunexia's consulting and education sales, it becomes a real reference, not just words. A stage that shows the company slogan ("Connecting Human Potential with AI") through a product.
2. Independent revenue stream — The first B2C revenue axis, separate from education and consulting (B2B). Currently an ad-based (traffic-driven) model, with room to experiment with paid tools or sponsorship (CEO-confirmed 2026-07-16). Dualizes the company's revenue structure.
3. User touchpoint and data — The only direct contact point with real users. Feedback and behavioral data are the source of the organization's product sense and accumulation of cases and references ([[org-goals-2026]] H2 · O2 real-customer pipeline).

Inter-axis priority rule (CEO-confirmed 2026-07-16): When the three axes conflict — pursue revenue and showcase within the bounds of not harming the north star (first-session activation). A product that isn't used can be neither a showcase nor a revenue source.

Not adopted: The "product capability playground" axis was not adopted by the CEO — Hangar is not a practice piece; it must produce outcomes in its own right.

2. Mission (CEO-confirmed 2026-07-16, consensus meeting)

"Run tools that anyone can use right in the browser, and prove that products made by people and AI together actually get used and earn revenue."

Word-order note: Start with what is provable — use (the north star) first, revenue next. We do not use "sell": under an ad-based model, nothing is "sold", and an unsupported declaration would violate the brand tone (no exaggeration; show the evidence). (4-person unanimous opinion.)

3. Product Definition (What) — Pointers to Confirmed Items

• Value proposition: "A collection of mini tools and games you can use right in the browser — no install, no sign-up" (consumer focus, brand name Hangar).
• Detailed decisions (Logo A · Pretendard · in-house DS unification · full-screen wizard · mobile-first · 7 verb-form categories) have their source of truth in operations/reports/platform-redesign-artifacts/2026-07-16-결정총정리.md. They are not duplicated here.

4. Direction / North-star Metric

Axis	Success Signal (2026 H2)	Owner
North star (activation)	Shared department metric — definition source: SUP-1, platform-clarity-analysis-2026-07-16.md §3 (currently a hypothesis; confirmed after Siu ↔ Jian agreement. This document does not re-state the metric — to prevent definition drift)	Shared across the department / measurement and decision owner = Siu
① Showcase	Cases and references 0 → 2 — in a form quotable in sales and marketing. DoD and template = knowledge/cases/_template-product-story.md (option a confirmed 2026-07-17)	Daon
② Revenue	Traffic baseline (confirmed) → revenue baseline (after the revenue mechanism is confirmed, §8) — no unsupported numbers	Siu
③ Touchpoint / data	Always-on customer feedback loop — verbatim collection → reflected in planning. Prerequisite: an in-product feedback mechanism (Harin's call on whether to add it to the roadmap)	Daon → Harin

Measurement-first principle (CEO-confirmed 2026-07-16): Deploy minimum measurement (SUP-1 event) to live before the redesign, secure a baseline, then ship the redesign. Shipping without a "before" can never prove improvement.

Goal ledger source of truth: operations/goals/2026-goals-record.md (mini-project platform operations and advancement, half-year · Platform). ※ Minho's sub-goal, after the migration was canceled (CEO correction 2026-07-16: the Mac mini is the dev + live server in one), is redefined as: "Phase-0: codebase investigation and test-base shoring → measurement event tagging (SUP-2) → redesign implementation (wizard, DS unification, mobile front door)" (goal ledger revised 2026-07-16). Scope boundary: platform-repo work = Minho; HQ DS extensions (Stepper, FullscreenOverlay) = split across the Labs chain.

5. Per-team Roles, Outputs, Expected Outcomes

Team	Owner	Role (ownership)	Key Outputs	Expected Outcome (linked to the 3 axes)
Planning	Harin platform-product-manager	Roadmap, backlog, PRD, prioritization = product decisions (feature scope, priorities — strategic shaping like value proposition and brand name are CEO gates)	Roadmap v1, PRD, backlog (with prioritization rationale)	Product direction per the inter-axis priority rule — the gate that reflects Daon's qualitative feedback and Siu's experiment results into the product
Marketing	Siu growth-marketer	Acquisition, activation, retention funnel	Funnel measurement plan, experiment backlog, channel and SEO performance diagnosis	Growth of axis ② (revenue) + measurement and decision owner of the north star (the north star itself is shared across the department) + the acquisition entry of the loop
Operations	Daon customer-success-manager	User lifecycle (after first launch) · feedback loop · cases	First-use journey design (proposal), feedback summaries, case 0 → 2	Source material for ① showcase + collector for ③ touchpoint and data
Engineering	Minho platform-engineer	Codebase, live service (operated directly on a Mac mini)	Redesign implementation code + tests + rollback plan (Phase 0: codebase investigation, test-base shoring)	The execution base for all three axes — live stability

Activation division of labor (same moment, different lens): Siu = quantitative (metrics, experiment decisions) / Daon = qualitative (cause analysis, journey design proposals). Not overlapping.

6. Internal Collaboration Flow (Name-based Loop)

• Entry: Siu (acquisition — channels, SEO, campaigns) → user inflow. Without inflow, the loop below spins in place (activation rate needs a denominator).
• Improvement loop: Daon (verbatim feedback, qualitative) → Harin (PRD, backlog) → Minho (implementation, deployment) → Siu (measurement, experiment verification) → ① Harin (backlog re-prioritization) · ② Daon (case material)
• Effect verification depends on Jian's measurement infrastructure (SUP-2, 3) (critical path). The measurement event spec (Jian, Siu) is Minho's input with the same standing as Harin's PRD.
• Development chain — risk-based application: Structural changes and new features = full chain Hyunwoo (design) → Minho (implementation) → code-reviewer (review) / bug fixes, settings, copy changes = direct Minho (implementation) → code-reviewer. Reviews are never skipped, in any case.
• The relationships of the 9 concurrent supporters (Hyunwoo, Jio, Rei, Mirae, Doyun, Jian, Sera, Junseo, Bora) have their source of truth in .claude/org/roster.md concurrent-appointments matrix.

7. Governance and Operating Principles

• No separate department lead — the team-lead (Eden) coordinates · Harin makes product decisions (within §5 boundaries) · the CEO decides goals and strategy (.claude/org/roster.md). Changes to goal wording or owners go through the goal-ledger approval gate.
• Live-operation principle: Live changes are never shipped without tests and a rollback plan — speed is produced within this principle. (Dev machine = live server, single Mac mini, no staging — safety details belong to Minho's Phase-0 outputs.)

8. Open Items (Outside the charter scope, for separate decision and follow-up)

• AdSense application and serving: Confirmed not yet applied (2026-07-16, CEO) — application and serving are prerequisites for measuring the revenue baseline. Owner = CEO (Eden provides the application guide); until serving, the success signal for axis ② is the traffic baseline only. Application timing = after the redesign ships, confirmed (2026-07-17, CEO) — Eden provides the application guide at the deployment point.
• UX researcher need: When deepening axis ③, evaluate hiring (raised by Harin) — at the second-wave hiring trigger (redesign shipped), Eden re-explains the background to the CEO and decides then (CEO directive 2026-07-17: do not decide now). Discuss priorities alongside QA, DevOps/SRE, and product designer.

Completed open items: (2026-07-16) Goal ledger revision (Minho's sub-goal, "first real customer" re-statement, trigger redefinition — see the ledger revision history) · cleanup of migration-precondition residue (decision summary §5 · Minho persona · probationary milestones · CLAUDE.md · org documents). (2026-07-17) Sub-brand onboarding — Hangar added as the 4th brand, endorsed structure (consumer = "Hangar" alone / B2B and promotional context = "built and operated by Hunexia"), source of truth [[company-subbrands]] · Case DoD — option a (product-operations story) confirmed, DoD and template = knowledge/cases/_template-product-story.md (Daon draft → Junseo conditional approval reflected), first candidate = Hangar redesign.