Mapping the org chart before mapping the applications

Two related deep-technology ventures, one in water treatment and one in sustainability modelling and reporting, approached conversion planning with a set of roles rather than a single hire. The work started by mapping both organisations before deciding which roles were worth converting at all.

Industry context

Climate and water technology ventures share a workforce problem: the roles they need do not exist as standard market positions. A sustainability reporting and compliance lead, or a modelling lead, is defined by the venture’s own technical approach rather than by an industry template. That makes hiring hard and makes conversion attractive, but it also means the competency argument has to be built rather than borrowed.

What changed and why CCP applied

Across the two entities, six roles were in scope: sustainability solutions, sustainability reporting and compliance, lead software development, IT leadership, modelling, and finance. Several were being created rather than filled, and several involved existing technical staff moving into scopes that did not previously exist in either company.

Our strategy

Organisation charts for both entities were built first and read against each other, because a role that looks convertible in isolation may be a duplication once both structures are visible. Only after that were individual roles assessed, and two were reframed entirely at that stage, with proposed scopes drafted that were materially different from the titles the ventures had started with. The dual-entity structure meant deciding, for each role, which venture should carry the application, and ensuring the reporting lines described in the training plan matched the entity making the submission.

OJT activities included

• Organisation charts built for both entities and assessed together before role-level work.
• Two roles reframed at scoping stage, with revised scopes proposed rather than the original titles carried forward.
• Entity allocation decided per role, with reporting lines aligned to the submitting entity.
• Sustainability, software, modelling, and finance scopes assessed against distinct competency frameworks.

Outcome

Structure

Two related deep-technology ventures

Roles scoped

Sustainability solutions, sustainability reporting and compliance, lead software development, IT lead, modelling lead, finance

Application status

Roles scoped and prioritised; strongest conversion candidates identified for submission

Strategic value

A workforce plan across both ventures rather than opportunistic single-role applications

Key takeaway

Starting from the org chart rather than the job description changes what you submit. Some roles that felt urgent turn out to be duplications, and some roles nobody flagged turn out to be the strongest cases in the company.