Legal: 97.5% of team members residing in OECD countries covered by scalable (or low risk) employment solution.
Legal: 95% of team members covered by scalable (or low risk) employment solution.
Legal: Implemented Vendor Management Process.
Legal: Export control compliance completed and covering 100% of transactions.
CMO: Build key demand generation capabilities
Revenue: SDR Acceleration Team up and running. Outreach acquisition sequences built for each campaign, first acquisition campaigns launched in a territory.
Revenue: Simple campaign framework in-market, aligned with Command of Message. Agreed and communicated to sales, campaigns running in each region, 1 additional competitive campaign launched in October.
Revenue: Ramp Digital Demand Gen spend. Minimum $2m spent on digital demand gen, $250 cost per MQL achieved, weekly reporting starting Sept. 1.
VP Product: Establish a new Problem Validation process. Complete at least 15 problem validation cycles (one per PM, excluding Growth). Complete at least 5 qualitative customer interviews per PM.
VP Product: Improve the quality of product usage data, to enable better data driven product decisions. Finalize top Product and Growth KPI definitions, including SMAU definitions for each stage. Get reliable and accurate product usage data from both Self Hosted + SaaS customer environments. Deliver SMAU dashboards with actionable data for each stage.
VP Product: Ensure prioritization of work to deliver on UX key results to raise our SUS score to 76.2 and deliver 30 foundational UI components in Q3.
Director of Product, Dev; Director of Product, Ops; Director of Product, CI/CD: Communicate 1 year product Plans at the Section level to inform product investment decisions. Deliver 1 year plan content for Dev, Ops, and CI/CD sections by end of Q3. Stretch goal for Growth, Enablement, Secure, and Defend (pending Director hires).
Corporate: Launch awareness campaign. Agency selected, business objectives agreed by eGroup and BOD, creative approved and tested, media plan in place, first ads in-market.
Corporate: Host 2 user conferences. 500 users at each event, stay within budget, avg. 4 out of 5 on survey event satisfaction.
CMO: Growth marketing test launched. In-app messaging running on GitLab.com for user events, 1,000 click-throughs and 100 user event sign-ups from in-app messaging.
Community: Scale up GitLab Evangelist community. Automated Heroes application process, including defined SLA for acceptance/rejection/rewards, Heroes collateral and communications channel; 25 wider community members with relevant contributions signed up as Heroes, with updated profile page on gitlab.com/community/heroes, including picture, bio, list of contributions; 30 meetups organized.
3. CEO: Great team.
VP Product: Hire at least 18 PM roles in Q3 to catch up with annual hiring plan.
CoST to the CEO: Work with recruiting to ensure all the recruiting KPIs are automated in dashboards and embedded in the handbook
Talent Brand: Increase employment brand awareness on LinkedIn among key candidate audiences by creating targeted career pages within the “life” tab on LinkedIn and activate a recruitment marketing campaign to target specific hiring needs
Diversity, Inclusion & Belonging : Continue to create an environment where all voices can be heard and feel comfortable speaking, while also ensuring equal access to opportunities. Leverage DIB dashboard for benchmarking/recruiting/sourcing. Create new sourcing strategies/initiatives to support gaps identified. Launch Global DIB Advisory Group & Team Member Resource Groups
Learning & Development: Enhance effective communication and development throughout the organization. Implement training on ‘communicating effectively through text’ to including how to address if not in line with our values. Update Code of Conduct and Communication page with moderator explanation in handbook, along with documenting the process to discuss with Compliance anything that goes against our expectations and update career growth section in handbook.
Compensation & Benefits: Continue the evolution of our Compensation/Benefits Model to work towards the Percentage of Team Member Over Band KPI. Implement Phase 2 of Radford consulting proposals for compensation iterations and complete Phase 3 of Radford consulting of compensation iterations. Implement benefits to ensure competitive offerings where we have entities/PEOs based on the results of the Benefits Survey from Q2
People Operations: Maintain and continuously improve company culture in order to drive towards 12 month team member turnover, 12 month voluntary team member turnover , and Discretionary bonus KPIs. Implement Anniversary Swag program and support country conversions and entity creation. Get bonus metrics into Periscope by leader and insure each functional leader has a clear understanding of their budget spend and allocation. Share voluntary attrition data with all GitLab team members quarterly, create process for gathering involuntary attrition data to be shared and understand themes of data to find ways to improve
Handbook Content: Ensure our handbook remains the central repository for how we run the company. Achieve a clean and maintainable state for handbook links. Establish guidelines for separating pages, with standards for content organization (URLS and breadcrumbs) and index organization. Make substantial new content additions along with substantial updates to existing content.
CRO: Hire a Diverse, High Performing Team: Refactor the recruiting process to recover hiring to plan and stay on plan going forward; Ensure a representative mix of diverse qualified candidates are in the recruiting pool, Train and enable new hires quickly to improve productivity ramp.
CFO: Improve financial planning processes to support growth and increased transparency.