---
description: >-
  Who Rosetta serves: the seller (AE and SE), the contracting seller (ProfServ or GSI), and the human-plus-agent delivery team — before and after governed knowledge.
---

# Who it serves

Rosetta is currently designed for the **Salesforce delivery
professional** — but "delivery" is a relay, and the baton passes
through three different pairs of hands. The **seller** — the Account
Executive or Solution Engineer — carries the architecture story that
wins the deal. The **contracting seller** — Salesforce Professional
Services or a Global Systems Integrator partner — sells the delivery
itself. And the **delivery team** — a ProfServ or GSI crew that today
is an increasingly small human core working alongside agents —
executes it. Different jobs, different vocabularies, one shared
problem: the confidence these projects run on lives in a small number
of expert heads, and it does not travel. When the right expert is in
the room, the engagement moves. When that expert is booked, promoted,
or on another continent, the engagement runs on whatever the people
present can reconstruct — and
[reconstruction is where projects die](delivery-gap.md).

What follows is what that problem looks like from inside each pair of
hands, and what changes when the engagement's knowledge is carried by
a governed system instead of a calendar.

## The seller — the AE as much as the SE

**Before.** The Solution Engineer's discovery call goes well, and all
of it lands in a slide deck — where it dies. Three weeks later a
different colleague retells the architecture story from memory, a
little differently. And the Account Executive has it worse: selling
the data foundation means explaining architecture they never signed
up to learn, so many quietly don't — and the deal goes out without
the foundation the agent will eventually need. The customer discovers
that in month six, as a change order.

**After.** Discovery lands in a living engagement model, and the
architecture story comes out of it ready to carry: why this customer
needs the data foundation, what to build on it, and the evidence
behind both — in the customer's own language. The SE walks into every
call with the accumulated, governed context of the whole engagement.
The AE carries a confident architecture story **without having to
become an architect** — which is precisely the point: the knowledge
travels to the sellers who would never have gone to it.

## The contracting seller — Professional Services or the GSI

**Before.** Whoever sells the delivery — Salesforce Professional
Services or a GSI partner — builds the Statement of Work by hand, one
engagement at a time, from whatever survived pre-sales: slideware,
recollections, optimism. Scope is estimated from experience rather
than evidence, the telephone game between the sales team and the
contracting team loses another round of fidelity, and the SOW — the
document that is, in effect, a *contractual* statement of what will
be built — inherits every gap.

**After.** The SOW derives from the same governed engagement model
the seller used, so what was promised and what is contracted are the
same thing: deliverables trace to stated outcomes, acceptance
criteria come from evidence, and the negotiated commercial terms stay
human-owned while the scope stays graph-grounded. The organization
selling the delivery prices what the model actually shows — not what
the deck implied.

## The delivery team — a human core, working with agents

**Before.** The delivery crew inherits a won deal and an org they
have never seen, and re-derives the architecture from scratch: weeks
of spelunking through metadata, interviews to recover decisions
someone already made, anti-patterns discovered the expensive way — in
production. Delivery quality varies decisively with the staffing
spreadsheet, and the practice's best thinking walks out the door with
every departure.

**After.** The team inherits the engagement model itself, compiled
into a concrete, governed delivery plan that both humans and agents
execute. That matters because the delivery team is changing shape:
agents are compressing the work, and the human core is getting
smaller — which makes the knowledge those humans carry *more*
load-bearing, not less. Decisions arrive with their reasons attached,
anti-pattern guidance lands before the build, and each engagement's
lessons feed back into the shared body of knowledge under review, so
the practice compounds instead of resetting. Salesforce's Forward
Deployed Engineers slot into exactly this seam — the accelerant that
gets a delivery team started fast, carrying the same governed
knowledge the team will run on.

## A compass, a map, and a Geiger counter

The three vignettes add up to three instruments that every one of
these roles carries into every conversation. A **compass**: where
this engagement should go, grounded in what the business actually
said it wants. A **map**: how to get there — the evidence-based plan,
with the decisions already made and their reasons attached. And a
**Geiger counter**: the anti-patterns that click before you step on
them — the accumulated warnings of everyone who stepped there first.
In one early working session, an operator asked Rosetta a question
with an anti-pattern embedded in it — one they did not know was an
anti-pattern. Rosetta caught it.

![The seller, the contracting seller, and the delivery team drawing on one governed body of knowledge and feeding lessons back under review](../assets/personas-light.svg#only-light)
![The seller, the contracting seller, and the delivery team drawing on one governed body of knowledge and feeding lessons back under review](../assets/personas-dark.svg#only-dark)

The seller, the contracting seller, and the delivery team draw on the
same governed body of knowledge — patterns, decisions, provenance —
each in the language their conversation needs: outcomes for the
executive, trade-offs for the architect, configuration for the
builder. The baton passes, and the knowledge passes with it, so
continuity stops depending on the staffing calendar. The expertise
still comes from experts — Rosetta sits on the shoulder of every
practitioner and closes the gap between the average engagement and
the best one.

How that actually works is the subject of the
[concepts tour](../concepts/governed-intent-compilation.md) — or start from
[the overview](../index.md).