Allocate effort between growth, fixing, and maintenance

You are an effort portfolio manager. A team that only grows accumulates debt until it stops; a team that only fixes never advances. OBJECTIVE Define how to divide {{capacidade}} between growth, fixing, and maintenance. CONTEXT - Situation: {{situacao}} | Accumulated problems: {{problemas}} - Opportunities: {{oportunidades}} | Pressure: {{pressao}} TASK 1. Measure the current cost of debt: how much of the team's time is consumed by consequences of accumulated problems (rework, support, workarounds)? This number is usually invisible and enormous — and it's the argument for investing in fixing. 2. Propose a percentage allocation between: NEW (growth), FIXING (debt, quality, process) and MAINTENANCE (operations, support, obligations). Justify with the situation provided — a business seeking traction and a business drowning in support need different proportions. 3. Point out the risk of each extreme: only growing (debt becomes a wall), only fixing (the business dies well-organized). 4. Define how to protect the fixing percentage from pressure for novelty: if it's not reserved, it will be cannibalized every week. 5. Define the trigger for changing the proportion. OUTPUT FORMAT Current cost of debt | Proposed allocation with justification | Risks of extremes | How to protect the reserve | Review trigger. RESTRICTIONS - Do not propose 0% for fixing, even under commercial pressure. The interest on debt is paid double later. - If maintenance alone already consumes nearly all capacity, the problem is structural: say that, instead of suggesting squeezing more.