Why this approach
The framework was designed to protect executive attention, keep the organization laser-focused on ARR and NRR, use our own products for goal alignment, and build a data-driven decision culture. It borrows from Simon Sinek's Golden Circle — start with WHY, then HOW, then WHAT — so every operating conversation traces back to strategy.
People don't buy WHAT you do, they buy WHY you do it.
The three building blocks
- OKRs — qualitative Objectives paired with quantitative Key Results, set quarterly and rolled up annually.
- Strategic Initiatives — cross-functional projects with clear goals, timelines, and owners, each mapped to a company OKR.
- KPIs — the smallest set of metrics needed to review performance with precision at every altitude.
Multi-year objectives
2025 — Building the foundation. Turn the business cash-flow positive, harden internal process, launch a structured innovation program, and lift NRR into best-in-class territory.
2026 — Market leadership. Become the leading HR solution on the Microsoft ecosystem, land in the top quadrant with analyst validation, and operate as a Great Place to Work in every country.
2027–2028 — Category creation & IPO readiness. Establish the Human Success category, operate at IPO-ready standard, and exceed a $1B market value ambition.
Operating cadence
- Weekly executive team pulse focused on the top three constraints to the quarter's OKRs.
- Monthly OKR check-ins with functional leaders — updates, blockers, and reallocation decisions.
- Quarterly business reviews that reset priorities, retire finished SIs, and launch new ones.
- Annual strategy off-site with the executive team and board to lock the next 12-month picture.
Framework artifact
