Rick, the below (This is a summary even though it may seem long!)
highlights what I'm looking to do as it relates to the ERP's Development
module.  ***The attachment includes the data inputs/outputs to build the
Skills-First Architecture.  Let me know your thoughts.
 
1. The Big Shift in Modern Organizations
Companies are moving from process-first HR to people + purpose as the
core driver of business success.
The new mindset:
Workforce = Strategic Asset, not cost center.
Why this matters:

  * Retention, skills scarcity, and workforce agility are now top 3
barriers to strategy execution.

  * HR is expected to operate like a board-level strategic function.

  * Competitive advantage increasingly comes from skills, internal
mobility, and rapid capability building—not just hiring.

 
2. What Leading Companies Are Doing
 
A. Skills-First Architecture
Organizations are:

  * Building enterprise-wide skills taxonomies (not generic job
descriptions).

  * Tagging every role + employee by skills.

  * Using analytics to see skill gaps, adjacencies, and redeployment
opportunities.

What this looks like at Mavrix1:
We should define foundational + future capabilities (manufacturing,
AI-enabled production, battery reliability, supply-chain resilience) and
build a skills matrix and capability heatmaps.
 
B. Redesigned Career Paths & Internal Mobility
The new standard is career lattices: lateral moves, stretch assignments,
project roles, and skill-based advancement.
Leading companies use internal talent marketplaces that match employees
to roles or development paths.
At Mavrix1:
We need transparent career journeys (entry → technician → specialist
→ lead → architect) and an internal mobility model that supports
scaling from 10 → 150+ employees.
 
C. Linking Workforce Investment to Business Growth
Modern organizations evaluate workforce in terms of:

  * Capability readiness

  * Internal fill rates

  * Training ROI

  * Skills gap closure

They ask:
“What capabilities do we need to hit our business targets?”
not
“How many people do we need?”
For Mavrix1:
We align hiring, training, and mobility to production-line scale-up and
supply-chain demands. Workforce planning becomes capability planning.
 
D. Technology as an Enabler (Not the Strategy) **Mavrix1 ERP Development
Module**
Organizations are adopting:

  * Skills engines

  * Internal mobility portals

  * Learning ecosystems

  * Predictive people analytics

But the mindset is AI-first, human-led.
For Mavrix1:
Evaluate whether our ERP/HRIS can support skills tagging, career mobility,
and readiness dashboards—or whether a supplemental skills platform is
needed.
 
3. What an ERP HR Module Should Become
Instead of just managing payroll and positions, a modern ERP should
function as your talent intelligence backbone.
Key components:

  * Skills taxonomy engine

  * Dynamic job architecture & career framework

  * Learning tied to capability development

  * Internal mobility marketplace

  * Workforce planning + analytics dashboards

  * Performance & succession linked to skills

Outcome:
A live “skills passport” for every employee, constantly updated through
learning, performance, and project data.
 
4. Roadmap for Mavrix1 (What We Can Implement Immediately)

  * Define 3–5 year business strategy → capability map.What
skills/future roles enable our growth?

  * Build the Mavrix1 skills architecture.Foundation → growth → future
capabilities.

  * Design mobility & career pathways.Especially critical given veteran
talent and advanced manufacturing mix.

  * Create dashboards that tie people strategy to business
outcomes.(time-to-readiness, skills-gap index, internal fill rate, training
ROI)

  * Leverage ERP/HRIS to automate the backbone.Skills profiles, learning
integration, mobility suggestions.

  * Shift HR’s operating model.HR = capability architect + growth
partner—not transactional support.

 
5. Why This Matters Most for Mavrix1

  * Aggressive growth curve: We can’t hire fast enough from the
market—internal development is essential.

  * Advanced manufacturing + defense tech: Requires hybrid skills not
easily available.

  * Veteran-focused workforce: High potential for upskilling and internal
mobility pathways.

  * U.S. reshoring & supply-chain resilience: Demand for new capabilities
that don’t exist in traditional roles.

  * Competitive advantage: Those who build capabilities faster win.

In short:
Our people strategy must mature at the same pace as our business strategy.
Without a skills-first, mobility-driven, technology-enabled HR
architecture—scaling to 150+ and beyond will be slower, costlier, and
riskier.
 
6. The Takeaway
If we modernize the HR/People function to focus on capabilities, mobility,
and growth alignment, we will:

  * Scale faster

  * Reduce hiring costs

  * Build internal bench strength

  * Increase retention

  * Maintain competitive advantage in a tight talent market

  * Support advanced manufacturing and defense innovation

 
This is not an HR project—
It is a business execution strategy with HR as the architect.