Role Clarity · March 2026
Community and
Events Manager
Amy has been doing two jobs — events manager AND acting community manager. That ambiguity ends now. This document defines what's yours, clearly. Laura joining as Director, Community Experience is not a layer above you — it's a strategic partner who takes the community strategy off your plate so you can go deep on what you do best: making every event, every Sprint session, every community moment operationally excellent. The title reflects your actual genius.
01
What You Own
Owns
Event logistics end-to-end — planning, vendors, venue, setup, day-of execution, all provinces
Sprint program logistics — scheduling, space, tooling, session setup, zero operational failures
Builder-leader operational support — resources, logistics, coordination so they can focus on community
Community & event data collection — registration, attendance, engagement; feeds monthly health reports
Partner event delivery on the ground — on-site point of contact, activation coordination
Physical founder & builder experience — the in-person, felt experience of being part of Volta
Works Alongside — Not Owns
Community strategy & health synthesis Laura
Province activation strategy Laura (later 2026)
Coach coordination & Residency ops Laura
Partnership relationships Matt
Builder community health reporting Laura
02
Your Frame: Activation + Retention in 3D
How to think about your job
Amy's job is not acquisition — getting people into the funnel. That's marketing. Her job is activation (turning someone who showed up into someone who's engaged) and retention (making sure they come back). She does this in 3D: physical, in-person, felt.
The event that runs without friction. The Sprint session that starts on time. The builder who feels welcomed. These are not soft wins — they are how the community becomes real and sticky. When Amy does her job well, people don't notice the operations — they just notice that Volta feels like somewhere worth showing up to. That invisible quality is Amy's direct output.
03
Your Genius at Work
Working Genius
Tenacity
Tenacity means you follow through. Events don't have loose ends when you're running them. Sprint sessions don't have "we forgot to book the room" moments. Data gets collected even when it's the last thing anyone wants to do after an event.
This is rare. The team's biggest structural gap is Tenacity — you and Amy provide most of it. That makes you essential, not peripheral.
Working Genius
Enablement
Enablement means you make others more effective. Builder-leaders show up to their events better because of how you support them. Sprint participants have what they need before they even know they need it. Jaco and Laura can trust that the operational layer is handled.
That trust is what frees them to do their work.
04
Q2 Priorities: April–June
1
Sprint Spring Cohort — Zero Operational Failures
Own every logistics detail from venue to tools to post-session data. Sprint is Volta's most visible structured programme — it succeeds or fails on operational execution. That's yours.
2
Events at 10+ Per Month — Consistent Cadence
Consistent cadence across Halifax and supported provinces. Volta's community stays real through events. That means every month, the calendar is full and the execution is clean.
3
Scope Document with Laura — Done by End of April
Agreed within 30 days of Laura starting. Clear owns for both. This document doesn't need to be perfect — it needs to exist. It is the foundation of the partnership working well.
4
Builder-Leader Operational Rhythms
Every active builder-leader has what they need to run their events without chasing you. Systematise the support so that the support is reliable and the operational burden doesn't fall on them.
5
Event Data — Within 48 Hours, No Gaps
Captured and submitted to Jaco and Laura within 48 hours of every event. No gaps in the monthly data picture. The community health report is only as good as the data that feeds it — and that data starts with you.
05
Your Scorecard: Q2 Indicators
Leading Indicators — April–June · What you directly control
Builder-led events per month
Plan, coordinate, and support the logistics for every builder-led event. Cadence is the measure.
6–8 / month
Sprint session logistics — zero failures
Venue confirmed, tools ready, space set. Every session starts clean. No "we forgot to book the room" moments.
0 ops failures
Builder-leaders operationally supported
Every active builder-leader has resources, logistics, and coordination in place before they need to chase you for it.
5+ BLs active
Event data submitted within 48 hours
Registration, attendance, engagement — captured and submitted after every event. No gaps in the monthly picture.
100% on time
Sprint cohort completion rate
Operational signal: if people are dropping out, logistics friction is usually part of why. Yours to diagnose and fix.
70%+ enrolled
Pulse survey response rate
Amy drives response collection at events. 70% means the data actually means something. Below that, it's noise.
70%+ response
Lagging Indicators — Assessed July 1 · Outcomes you influence
Event attendance retention
People returning to 2+ events signals the physical experience is worth repeating. This is Amy's direct output quality showing up in data.
35%+ return rate
Builder-leaders sustaining event rhythm
Whether BLs keep running events consistently through Q2 depends in part on how well-supported and unblocked they feel.
Consistent cadence Q2
Pay-it-forward connections from events
Builders helping builders — co-founder intros, referrals, collaboration — happen at events Amy runs. Early examples documented by June.
3–5 documented
06
How You and Laura Work Together
A peer relationship — not a reporting line
Amy and Laura both report to Jaco. This is a flat, peer structure by design. Laura brings community strategy and experience design direction. Amy brings execution excellence. Laura will never override Amy on operational decisions — that's Amy's domain and she's the expert.
When Laura has an initiative or event concept, she brings it to Amy who makes it happen. Amy flags operational risks; Laura adjusts strategy if needed. The scope document (done by end of April) makes this explicit and keeps the interface clean.
Amy executes within the strategy Laura sets. Within that execution, Amy is the decision-maker.
07
Key Points
·
Your scope is now sharp
The ambiguity of holding both event operations and community strategy ends here. This document is the definition — execution, logistics, and the physical experience are yours. Strategy and community synthesis belong to Laura.
·
Laura is a peer, not a layer above you
Both Amy and Laura report to Jaco. Laura's arrival is not a management change — it is a structural addition that removes work from Amy's plate and gives the community function the strategic ownership it needed.
·
Operational excellence is the contribution
Volta's community stays real through events that actually happen, run well, and feel right. That output is direct and measurable. Zero operational failures, consistent cadence, clean data — these are not supporting tasks, they are the job.
·
The scope document with Laura is a Q2 deliverable
Within 30 days of Laura starting, Amy and Laura produce an agreed scope document that makes the interface between their roles explicit. This protects both of them and keeps the partnership clean.