Diligent's solution was to pair technical and operating leadership, using outside autonomous-driving experience to support a robotics scaling push.

WorkedDid not

Leadership coverage

CTO and COO hired

No single-role expansion

Experience transfer

Autonomous-driving leaders joined

Experience left separate from robotics

Timing

Expansion matched the next push

Hiring deferred until later scale

Strategic signal

Aggressive fleet scaling

Routine replacement hiring

Haq's CTO appointment and Brugger's COO appointment created parallel senior ownership for technology and operations.¹ The hires also brought leaders from autonomous driving into healthcare and pharmacy robotics.¹ That combination matched the company's stated ambition to scale its hospital and pharmacy humanoid robot fleet.

The timing was central to the solution. Diligent had already deployed about 100 Moxi robots, and Thomaz said leadership expansion was right at that point.¹ The broader lesson is that decision rights become more useful when they are designed around the next operating challenge, not only around the structure that already exists.

Hired two Cruise veterans to scale humanoid robot deployment