Before WiSense, I was a Huey crew chief in the United States Marine Corps. Every flight has a plan — a defined route, altitude blocks, timing windows, and rules of engagement. That discipline is not optional. Deviate from it without cause and you are burning fuel, missing your window, or putting the crew at risk.
Mission briefs were short for the same reason. The goal was not brevity — it was clarity. If every crew member knew exactly what the mission required, every call in the air could be measured against that standard. If an action moved you toward the objective, you did it. If it did not, you did not.
Drifting from the plan — even with good intentions — cost time, fuel, and sometimes lives. Task saturation is what the Corps calls it: you take on one extra thing and suddenly the essential things start slipping. The original objective does not get completed, and you used up your margin doing something nobody authorized.
Scope creep in software is the same disease in a different uniform. "While we're in there, let's add X." "Users will probably want Y." "We should build this so it can scale to Z." Every one of those instincts is about imagined future state — and imagined future state is the enemy of a working product today.
WiSense's build protocol exists because of this. Every task has a stated objective. We implement what the task requires and nothing more. No stubs, no speculative abstractions, no half-finished features left in the codebase for "later."
The Marine Corps taught me that the only mission that matters is the one in front of you. Build what you said you'd build. Ship it. Then write the next brief.