This week reflects healthy growth alongside the growing pains of scaling. The team expanded smoothly and culture remains strong, but dependencies, tool overlap, and onboarding delays are starting to slow momentum. The focus now should be tightening structure — clarifying tool use, reducing meeting waste, and improving onboarding — to keep this growth sustainable.

This week marks a clear rebound from the earlier instability. The team has regained steady participation and open communication, showing signs of renewed health and balance. The main challenges now are strategic — clarifying priorities, decision-making, and direction — so the team’s momentum can translate into focused execution and growth.

The emergency interventions led to a strong recovery, bringing back most active users and successfully restoring work-life balance through the enforcement of core hours. This stability immediately spurred the return of critical collaboration signals, confirming that psychological safety is quickly being rebuilt. However, recovery remains partial, as 25% of the team is still unengaged and a critical technical barrier related to staging environment access needs resolution to achieve full operational capacity.Given the renewed psychological safety, the leadership should prioritize defining their own two core values, as suggested by Brené Brown's framework, and model the corresponding behaviors to establish a clear foundation before addressing strategic direction.

The demanding BlueRiver rollout is currently going smoothly, defined by strong team effort and success in meeting new client expectations, particularly earning praise from BlueRiver leadership for transparency and quick updates. Yet, this hyper-focus resulted in growing internal strain, including increased late hours and significant delays for smaller clients who felt slower support, requiring FleetWorks to urgently clarify critical cross-team handoffs.