CEO: Grow Incremental ACV according to plan. 120% of plan, pipeline 3x minus in quarter, 100% at 70% of quota.
CMO: Build 3x minus in quarter pipeline for Q3. % of plan achieved.
MSD: Generate sufficient demand to support our IACV targets. % of opportunity value creation target achieved.
SDR: Support efficient inbound demand creation. Achieve 110% of SAO plan.
Content: Publish content on the marketing site to accelrate inbound demand. Publish v2 of /customers. Publish /devops.
Content: Execute DevOps integrated campaign to support SDR and Field Marketing demand generation. Produce 2 webinars with 500 registrants. Distribute Gary Gruver's book to 600 people.
Field Marketing: Develop account based marketing strategies to deploy in support of Regional Director territory plans. Generate 41% of opportunity creation target worth of referral sourced opportunities.
Field Marketing: Execute on field event plan, pre, during, and post event. Generate 12% of opportunity creation target worth of opportunity sourced through field events.
Marketing Ops: Improve campaign tracking. Track UTM parameter values in salesforce.com for closed loop reporting in salesforce.com.
Marketing Ops: Improve trial experience and trial engagement. Launch new email nurture series educating trial requesters on EEU. Increase trial to opportunity conversion rate by 20%.
Online Growth: Extend SEO/PPC/Digital Advertising programs. Generate 31% of opportunity creation target worth of opportunity originating from the marketing site. Increase the amount of traffic to about.gitlab.com by 10% compared to last quarter.
Online Growth: Evaluate and build out ROIDNA CRO project. Increase GitLab EEU trial sign-ups by 15%. Increase GitLab EE downloads by 15%.
SCA: Support self serve SMB business. Achieve 130% of SMB IACV plan.
SDR: Generate outbound opportunity value. Source 16% of opportunity creation target worth of opportunity through outbound prospecting.
PMM: Complete messaging roll-out and activation to include: Sales, Partner and Marketing enablement, tier plans specific messaging and positioning, demo aligned to new positioning and messaging, presenting new messaging at key conferences.
PMM: Optimize trial sign-up, trial enablement and trial period experience, including the addition of GitLab.com trial and enhance trial nurture program.
PMM: Submit strong submission for Gartner Application Release Orchestration (ARO) MQ and contribute to SCM Market Guide update and continue briefing sweep with all key Gartner and Forrester analysts.
Outreach: Raise awareness. Double active evangelists. Launch education program. Double number of likes/upvotes/replies.
Outreach: Keep being an open source project. Increase active committers by 50%
Outreach: Get open source projects to use GitLab. Convert 3 large projects to self-managed GitLab.
CMO: Enough opportunities for strategic account leaders. Make the Q2 SCLAU forecast.
Customer Success: Enabling a transition to Transformational Selling
Solutions Architects: Each Solutions Architect record video's of top 5 specialized use cases (including pitching services), reviewed by Customer Success leadership team.
Technical Account Managers: Do a quarterly business review for all eligible customers
Professional Services Engineering: 75% of Big and Jumbo opportunities include Professional Services line item
Customer Success: 80% of opportunities advanced to stage 4 (Proposal) from stage 3 (Technical Evaluation) stage based on guided POC’s.
Solutions Architects: 100% of Solutions Architect team members participate in at least 1 guided POC.
Technical Account Managers: 100% of TAM team members participate in at least 1 guided POC.
Professional Services Engineering: Create top 3 integration demonstration / test systems (LDAP, Jenkins, JIRA).
CRO: Effective sales organization. 70% of salespeople are at 100% of quota.
Dir Channel: Increase Channel ASP by 50%
Dir Channel: Triple number of resellers above "Authorized Level"
Dir Channel: Implement VAR program (SHI, Insight, SoftwareOne, etc)
Sales Ops: Complete MEDDPIC sales methodology training. Account Executives and Account Managers should be proficient in capturing all MEDDPIC data points.
Sales Ops: Collaborate with Regional Directors to improve our conversion process in the earlier stages, more specifically between 1-Discovery and 2-Scoping as this is historically our lowest conversion.
Sales Ops: Complete 1:1 relationship between Accounts, Billing Accounts, and Subscription, where applicable. This will ensure a much cleaner CRM.
CFO: Compliant operations. 3 projects completed.
Legal: GDPR policy fully implemented.
Legal: Contract management system for non-sales related contracts.
Billing Specialist: Add cash collection, application and compensation to job responsibilities.
Director of Support
Support Engineering: 100% SLA achievement for premium self-managed customers => 81%
Support Engineering: Document and implement severity-based ticket processing workflow for self-managed customers => 90%
Support Services: 100% SLA achievement for GitLab.com customers => 94%
Support Services: Develop and document Support Services workflows, processes, and automation needed to deliver world-class customer support => 90%
CEO: Popular next generation product. Ship first iteration of the complete DevOps lifecycle, GitLab.com uptime, zero click cluster demo.
Product: Create a dashboard of usage of features. Replace Redash with Looker.
Product: Identify causes of free and paid churn on GitLab.com.
CFO: Make progress on having public clouds run us. 2 running everything.
Dir. Partnerships: Sign agreement to migrate target OS project
Dir. Partnerships: Strategic cloud partner chooses GitLab SCM for an offering
Dir. Partnerships: Successfully track and present data on the usage touch points for attribution tracking of our cloud agreement
CTO: Make sure cloud native installation, PaaS and cluster work well. Zero clicks.
CTO: Make sure we use our own features. Monitoring, CE review app, Auto DevOps for version and license.
CTO: Jupyter integrated into GitLab. Hub deploy to cluster and Lab works with GitLab.
VPE: Make GitLab.com ready for mission critical customer workloads (99.95% availability) => Rebuilding the team went well. Availability was marred by several incidents, particularly with the database. The GCP project was delayed several times, but now appears to be on a trajectory to complete.
Eng Fellow: Improve monitoring by shipping 5 alerts that catch critical GitLab problems
UX: Deliver three UX Ready experience improvements per release towards reducing the installation time of DevOps. => 100%
Geo: Test and perform multi-node secondary failover on GitLab.com to GCP
Ops Backend: Design and implement a hiring pool process for Ops backend (possibly in collaboration with Dev Backend) => 100% done (first iteration). Great collaboration with Dev Backend to implement the new hiring pool process.
Ops Backend: Goal #2
CI/CD: Deliver 100% of committed issues per release (10.8: 27/38 deliverables, 3/10 stretch; 11.0: 39/46 deliverables, 14/25 stretch; 11.1: 9/16 deliverables, 2/6 stretch) => 75% for deliverables, 46% for stretch
CI/CD: Cover demo of Auto DevOps with GitLab QA => 100%
Focus on EMEA hiring in source-a-thons and recruiting.
Transition GitLab.com free users out of ZenDesk.
Unblocking ourselves after Looker ETL delays for building quality metrics dashboard. We completed the prototype and it is running at: http://quality-dashboard.gitlap.com
Everyone in the team has clear ownership and priorities.
We made good progress with hiring and sourcing.
We discovered a lot of un-triaged CE & EE bugs as part of the dashboard prototype implementation.
ETL for Gitlab.com Looker was delayed. We were blocked for multiple weeks.
Lack of test coverage in gitlab-qa and in the release process.
The team is stretched thin, especially with issue and merge request triage. Quality team rotation hasn't been enough help, a lot of this still falls on Mark F.
We need to plan very early to get help from other teams on cross-functional initiatives (esp with CE/EE code reorg). Issues should be prepped and communicate at least one milestone ahead and communicate again before the start of the milestone.
Implement issue triage assignments for the rest of engineering and not just for the quality team.
For important deliverables and initiatives, we should lean on tools that are more in our sphere of control.
Bring up more gitlab-qa test automation coverage.
Research and design work done for Auto DevOps in Q1 set us up for success in delivering UX Ready solutions.
Increased engagement and collaboration between PM and UXers.
Sourcing and hiring went smoothly with many good candidates.
Hiring and increasing workloads slowed down progress on the design system.
Scheduling became time-consuming as we iterated on the process and PM/UXer/FE handoff.
Continue to iterate on scheduling and planning process.
Focus work in design system on areas that support GitLab vision and increase usability.
148% of opportunity value creation target achieved.
185% of SMB / Self Serve IACV plan achieved.
Improved visibility of inbound demand with the introduction of Bizible, and campaign performance with the new campaign dashboard.
Content team hit 100% of their KRs and content (especially video content) has improved.
82% of revised Q2 Field Marketing SCLAU forecast.
Hiring plan not met by 1 person each in field marketing and online growth.
Over committing and under delivering on field events. Communication, collaboration, and organization are not consistently good.
Hard to work with other teams that do not work asynchronously. Too many meetings being held with no outcome.
Standardize and document process for evaluating whether or not we should sponsor an event with clear expectations in terms of SCLAU and ROI.
Respectfully push back when last minute requests are made that won’t move the needle.
Share customer feedback and pain points with product management on the CustomersDot to ensure it supports a more self-serve experience involving upgrades, true-ups and renewals.
Put more time into cross functional coordination and kickoffs to ensure PMM, GM, Sales et al are working tightly together. Hold each other accountable to GitLab’s async workflow and MVCs.
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