The vocabulary of the R7 Framework.
Human Line
In the R7 Framework, the Human Line is the boundary between the work in a role that can move to an AI or robotic agent and the work that must stay human — judgment, trust, and the relationships that carry value. It is drawn deliberately, not by default, so the capabilities that create value stay on the human side as work re-divides between people and agents.
Human-to-Role Fitment (HTRF)
A predictive measure — coined within the R7 Framework by Manu Khetan — of how well a specific person will perform in a specific role, worked out before they are hired. It forecasts whether someone will deliver as an A-, B- or C-player in that role, from the fit between the role's demands and the person's capabilities.
R7 Framework
A talent methodology, created by Manu Khetan, that runs an organisation's people as a talent supply chain across seven stages — Recruit, Rate, Retain, Redeploy, Redevelop, Release, Rehire. It measures HR by the share of A-players in critical roles and how long they stay, treating talent as a driver of revenue and profit.
Talent Supply Chain
A Talent Supply Chain manages talent end-to-end — from hiring through exit and re-hire — with the visibility a finance team has over money. In the R7 Framework it makes talent legible: you can follow a person from the role they were hired into to whether they still create value years later.
HR is NOT a Cost Center
Manu Khetan's argument — and newsletter — that human resources should be measured as a driver of revenue and profit, through the quality and tenure of people in critical roles, rather than treated as an administrative expense to be minimised.
Rolling Stories
A podcast co-hosted by Manu Khetan and Adrian Tan, built around boardroom conversations with C-suite leaders. Season 6 explores the Human Line — how companies should divide work between humans and AI agents without losing their most valuable people.
Role Fingerprint
The nine-part definition of what a role actually demands — the foundation that makes HTRF prediction possible.
Critical Role
A role that is both strategy-linked and high in performance variability between occupants — roughly 15% of roles, where talent quality most changes the outcome.
A-Player density
The share of A-players in an organisation's critical roles — one of R7's two board-level outcomes (target 60%+).
The 7 Rs
Recruit, Rate, Retain, Redeploy, Redevelop, Release, Rehire — the seven stages of the talent supply chain. Rate is the one people forget.
Self-Healing Loop
R7's calibration loop: predict fit (HTRF), measure the actual result, compare, and re-tune — so predictions get sharper per company.
EJT (Execution–Judgment–Trust)
The ownership axis of the Human Line: execution can move to agents; judgment and trust stay human.
Start with the two that matter most.
The Human Line decides which work stays human. HTRF decides who should be doing it. Everything else in the framework exists to measure whether you got those two right.