Programme Routing and Triage
Programme Routing and Triage helps the founder or programme team deliver a structured programme experience around matching founders to the right programme based on stage, sector and needs. Within Public Agency & Ecosystem Infrastructure, it turns a broad or uncertain area of the venture into a concrete Bertie work product that can be reviewed, improved and reused. The task is intentionally discrete: it should produce a specific artefact, decision, evidence item or risk signal rather than general learning notes.
Configure and deliver a structured support experience around Programme Routing and Triage. The objective is to remove ambiguity around matching founders to the right programme based on stage, sector and needs, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.
Bertie or a programme manager assigns Programme Routing and Triage when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.
ecosystem objective; programme inventory; founder intake data; partner network; reporting requirements; specific context for matching founders to the right programme based on stage, sector and needs.
Establish the precise characteristics, maturity level, and operational domain of target founders within the public ecosystem. Map regional constraints, funding mandates, and agency objectives that dictate programme scope and intake parameters.
ObjectiveCompleting this action establishes an unambiguous target profile and operational boundary for applicant screening. It ensures the downstream triage process rejects non-fitting ventures early, preserving resources and maximising cohort density.
What's expectedThe founder must produce a documented Cohort Matrix detailing stage definitions, sector eligibility criteria, and delivery boundaries. This must be backed by public agency mandate alignment docs and explicit exclusion criteria.
Open action arrow_forwardConsultant stress-test · 5 questions- 1.What hard data validates that this specific founder profile is currently underserved in the target region?
- 2.How do your intake parameters prevent misaligned ventures from slipping through during open application windows?
- 3.Why did you select these specific maturity thresholds over broader industry standard stages?
- 4.How does this cohort definition align with the public agency's overarching economic development KPIs?
- 5.What evidence proves that local ecosystem demand matches the scale of the defined delivery context?
- A data-room asset titled Programme Routing and Triage
- A configured learning or acceleration module with tasks, outputs, checkpoints and completion criteria
- It should update the venture DNA with specific evidence or decisions about matching founders to the right programme based on stage, sector and needs, create a visible milestone in the founder journey, and generate one or more recommended next tasks
Bertie co-pilot analyses intake, routing, eligibility, programme and ecosystem data, then recommends support pathways and management interventions. For this task, it should focus on matching founders to the right programme based on stage, sector and needs, prompt the founder for missing inputs, draft or improve the output, flag weak assumptions, and record the result back into the relevant data-room section.
A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.