Lighthouse Financial Services Company — The full reporting structure behind the Resource Plan's 90 named people: the Gate Review Board at the top, fifteen functional teams below it, each reporting functionally to a Board seat and matrixed to the Program Manager for program coordination only — not supervision (Decision D-11).
Gate Review Board
The Chair coordinates every team below on the program's behalf but has no line authority over any of them — each team's solid-line reporting runs to its functional executive on the Board.
Program Teams (90)
IT - Annuity Administration Platform 10
Functional owner: G. Marchetti, CPO
Product Management & Design 7
Functional owner: G. Marchetti, CPO
Actuarial - Pricing & Product Development 7
Functional owner: N. Adeyemi, Chief Actuary
Operations - New Business & Policyholder Services 7
Functional owner: G. Marchetti, CPO
Product Development PMO 6
Functional owner: C. Tyrrell (Chair)
Actuarial - Valuation & Financial Reporting 6
Functional owner: N. Adeyemi, Chief Actuary
Investments - ALM & Hedging 6
Functional owner: J. Whitmore, CFO
Legal & Compliance 6
Functional owner: B. Lindqvist, GC & CCO
IT - Illustration & Quoting 6
Functional owner: G. Marchetti, CPO
Distribution & Wholesaling 6
Functional owner: R. Castellanos, Head of Distribution
Gate Review Board (oversight only) 6
Functional owner: G. Marchetti, CPO / Executive Sponsor
Regulatory Filing & Contract Forms 5
Functional owner: B. Lindqvist, GC & CCO
Data, Reporting & Analytics 4
Functional owner: J. Whitmore, CFO
Marketing & Advisor Enablement 4
Functional owner: R. Castellanos, Head of Distribution
Finance & Treasury 4
Functional owner: J. Whitmore, CFO
Reporting-Line Registry
Compact reference: which Board seat each team reports to functionally, and who leads it day to day. Full role and cost detail lives in the Resource Plan.
| Team | Team Lead | Functional Board Owner | Headcount |
|---|---|---|---|
| IT - Annuity Administration Platform | V. Sandoval | G. Marchetti, CPO | 10 |
| Product Management & Design | D. Falkner | G. Marchetti, CPO | 7 |
| Actuarial - Pricing & Product Development | S. Ravichandran | N. Adeyemi, Chief Actuary | 7 |
| Operations - New Business & Policyholder Services | L. Marchand | G. Marchetti, CPO | 7 |
| Product Development PMO | K. Iyer | C. Tyrrell (Chair) | 6 |
| Actuarial - Valuation & Financial Reporting | T. Brennan | N. Adeyemi, Chief Actuary | 6 |
| Investments - ALM & Hedging | M. Delacroix | J. Whitmore, CFO | 6 |
| Legal & Compliance | A. Nkemelu | B. Lindqvist, GC & CCO | 6 |
| IT - Illustration & Quoting | E. Kowalczyk | G. Marchetti, CPO | 6 |
| Distribution & Wholesaling | H. Kirkpatrick | R. Castellanos, Head of Distribution | 6 |
| Gate Review Board (oversight only) | — oversight seats, no lead | G. Marchetti, CPO / Executive Sponsor | 6 |
| Regulatory Filing & Contract Forms | P. Hollingsworth | B. Lindqvist, GC & CCO | 5 |
| Data, Reporting & Analytics | F. Osunde | J. Whitmore, CFO | 4 |
| Marketing & Advisor Enablement | Y. Okonjo | R. Castellanos, Head of Distribution | 4 |
| Finance & Treasury | B. Trombley | J. Whitmore, CFO | 4 |
How the organization changes shape by stage
The 90 people above are a life-of-program figure, and no stage ever has all of them. Each person's engagement window is recorded in the roster, so the ramp is computed rather than asserted:
| Stage | People engaged | Shape | Change |
|---|---|---|---|
| Stage 1 — Business Case | 38 | — | |
| Stage 2 — Development | 76 | +38 | |
| Stage 3 — Testing & Validation | 89 | +13 | |
| Stage 4 — Launch Readiness | 87 | -2 | |
| Launch & post-launch window | 54 | -33 |
The organization nearly doubles between Stage 1 and Stage 2 — the point at which the program stops arguing about whether to build and starts building — and peaks at 89 people in Stage 3, when validation runs in parallel with regulatory filing. It then falls away sharply after launch, because most of this roster is functional staff returning to work that was waiting for them.
Span of control, and where it is uneven
Fifteen leads report coordination to a single Chair. That is a wide span by any conventional reading, and it works only because the Chair holds no line authority — the coordination load is agenda-setting and evidence assurance, not performance management, which stays with each functional executive on the Board.
| Team | Size | Note |
|---|---|---|
| IT - Annuity Administration Platform | 10 | Largest single team — consistent with extending rather than replacing the incumbent platform (D-07) |
| Product Management & Design | 7 | |
| Actuarial - Pricing & Product Development | 7 | |
| Data, Reporting & Analytics | 4 | Smallest delivery teams — specialist functions with no bench |
| Marketing & Advisor Enablement | 4 | Smallest delivery teams — specialist functions with no bench |
| Finance & Treasury | 4 | Smallest delivery teams — specialist functions with no bench |
Why the Gate Review Board is costed like a team
The Board's six seats carry 1,240 hours and appear in the Program Budget's labor line like any other team, despite holding no WBS assignments. That is deliberate. Governance time is the most senior time the program consumes, and a program that treats its own oversight as free will under-prepare gate packages, over-convene, and discover at Gate 5 that the cost of deciding was never counted. Costing it makes the number arguable — which is the point.
Maintained by C. Tyrrell, NPD Program Manager and Chair of the Gate Review Board. Related: Resource Plan · Program Charter §8–10 · Stage-Gate Governance Model.