DWSD.md
v1.0

Portfolio

type
unit
unit-type
leadership , work-system
flightlevel
3
member-of
Voltfeld
version
1.0
decision_date
2026-01-12
review_date
2027-01-11
created_at
2026-10-10

In context

Inferred from the org folder · scroll to zoom, drag to pan, click a box to open it
Inferred from the org folder · click a box for its details, +/− to collapse, scroll to zoom, drag to pan

Purpose

Decide which chargers Voltfeld builds, for which markets, with what budget — and connect that direction to the people who develop, build and sell them. The five C-level leaders form this work system; its board is a portfolio kanban of epics. As FL3 it is the top of the chain; nothing contributes upward from here.

Key Responsibilities

Customers and Deliverables

  • Charger ART — a prioritized set of epics and a PI budget.
  • Manufacturing — volume targets and ramp dates.
  • Investors and the board — margin and growth per product line.

Dependencies

Depends on PI results and predictability from the Charger ART, on build volumes and yield from Manufacturing, and on pipeline and field feedback from Sales and Field Service.

Key Challenges

  • Development and production report into the Portfolio through two different chains — the ART through Marit Solberg and Niamh Byrne, the plant through Ingrid Halvorsen — and meet only here, at FL3.
  • Hardware decisions are expensive to reverse; the portfolio has to decide earlier than the ART’s cadence would suggest.

Key Metrics and Monitoring

  • Revenue and margin per product line; epic lead time; PI predictability of the ART; on-time production ramps.

Evaluation Schedule

Reviewed yearly with the budget; next review 2027-01-11.

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Portfolio.md
---
type: unit
unit-type:
  - leadership
  - work-system
flightlevel: 3
member-of: "[[Voltfeld]]"
version: "1.0"
decision_date: 2026-01-12
review_date: 2027-01-11
created_at: 2026-10-10
---
## In context


```dwsd.topology
mode: infer
radius: 2
```


```dwsd.units
mode: infer
focus: self
radius: { up: 1, down: inf }
```


## Purpose


Decide which chargers Voltfeld builds, for which markets, with what budget — and connect
that direction to the people who develop, build and sell them. The five C-level leaders
form this work system; its board is a portfolio kanban of epics. As FL3 it is the top of
the chain; nothing contributes upward from here.


## Key Responsibilities


- Decide the product roadmap across the [[Wallbox]] and [[DC Charger]] lines.
- Fund the [[Charger ART]] per PI and set its business priorities as [[Business Owner]]s.
- Set production volumes and the ramp plan with [[Manufacturing]].
- Own market entry, pricing and the major fleet contracts.


## Customers and Deliverables


- [[Charger ART]] — a prioritized set of epics and a PI budget.
- [[Manufacturing]] — volume targets and ramp dates.
- Investors and the board — margin and growth per product line.


## Dependencies


Depends on PI results and predictability from the [[Charger ART]], on build volumes and
yield from [[Manufacturing]], and on pipeline and field feedback from [[Sales]] and
[[Field Service]].


## Key Challenges


- Development and production report into the Portfolio through two different chains —
  the ART through [[Marit Solberg]] and [[Niamh Byrne]], the plant through
  [[Ingrid Halvorsen]] — and meet only here, at FL3.
- Hardware decisions are expensive to reverse; the portfolio has to decide earlier than
  the ART's cadence would suggest.


## Key Metrics and Monitoring


- Revenue and margin per product line; epic lead time; PI predictability of the ART;
  on-time production ramps.


## Evaluation Schedule


Reviewed yearly with the budget; next review 2027-01-11.