VP of Product Management: Deliver on product roadmap. Achieve 100% of our category maturity plans.
VP of Product Management: Proactively validate problems and solutions with customers. At least 2 validation cycles completed per Product Manager.
VP of Product Management: Create stage level product demos to build customer empathy. Deliver one recorded demo for each stage.
Director of Product, Growth: Establish a rapid cadence of testing & learning. At least one deliverable per week, per growth group.
Director of Product, Growth: Improve the customer experience with billing related workflows. Make material improvements to direct signup, trial, seat true-up, upgrade, and renewal workflows, both for .com and self-hosted customers, driving at least $570k in incremental ACV (IACV).
Director of Product, Growth: Improve the quality of product usage data. Deliver accurate SMAU dashboards for each stage, including both .com and self-hosted customer usage data.
Director of Product, Secure & Defend; Group Manager, Enablement: Communicate updated product visions at the Section level to inform product investment decisions. Deliver product vision content for Secure & Defend and Enablement sections by end of Q4.
Strategic Mkt KR: Establish simplified comparison page format for ‘functionally similar’ DevOps tools.
Strategic Mkt: Pilot Learn@gitlab web experience for finding & featuring how-to technical content.
Strategic Mkt KR: Publish MVC landing page or PF experience.
Strategic Mkt KR: Tag existing content into new page.
Strategic Mkt KR: Build plan for FY21.
3. CEO: Great team
VP Recruiting: Deliver on the ambitious hiring plan, in partnership with leaders, while ensuring a unique and exceptional candidate experience and that candidate pools are diverse and representative of our communities. At least 90% of plan for the quarter. Average time to fill at 40 days, excluding Director+. ??% of hiring manager interviews are with females candidates.
Chief People Officer: Support an environment where all team members feel they belong, are valued, and they can contribute; understand the key drivers for team member engagement and continuously improve. Select 1-2 top priorities from October 2019 Engagement Survey and develop action plan. Training modules rolled out: at least 2 D&I training modules + communication/management training. ??% of hiring manager interviews for leadership roles are with with female candidates.
Chief People Officer: Improve onboarding to ensure optimal levels of new team member experience and productivity. OSAT (Onboarding Satisfaction): Increase response rate and maintain score of 4.0 or higher. ROI calculation for new HRIS that meets the needs of a medium to large size company. 100% of People Ops team trained to effectively handle team member questions.
Chief People Officer: Team members understand the value of their compensation, benefits, and perks. Annual comp review with updated location factor based on data from ERI, Numbeo, Compensation Surveys while taking the Average Location Factor KPI into account. Measure and ensure gender pay equity. Ensure competitive benefits offerings where we have entities/PEOs.
CRO: Implement an efficient and effective hiring model. Talent model used end to end on at least 5 hires in Q4, Manager Span of Control (equal to or less than 8) for entire CRO org.
VP Field Ops: Partner with VP Recruiting to refactor hiring process leveraging correct hiring targets. Forecasting hiring pipleine >100% of targets, Partner with PeopleOps to use Talent Model >4 hires, target >80% of MSoC < 8 FTEs
Customer Success SA West: Improve presales technical account planning. Assessment of successful/unsuccessful approaches, Complete updated tech evaluation process integrating CoM in handbook.
Customer Success Ops/Enablement: Develop CoM playbooks / cards for key TAM expansion plays. SCM to CI, Security, Starter to Premium, Premium to Ultimate playbooks documented (Note: sales plays may not be in handbook).
Customer Success Ops/Enablement: Enhance onboarding for Customer Success team. Updated training delivered to 80% of team, Enablement guide, New employee survey delivered to 100% of onboarded team members (once completed).
Customer Success Ops/Enablement: Launch peer to peer continued education program. Library of recorded training sessions 3 digital assets, Quick response training, 2 small consumable training sessions delivered.
Customer Success East: Develop SA experts program. Establish 3 stage experts, Define role and responsibilities in handbook.
CFO: Issue Financial Statements and Improve Accounting Processes
Controller: Achieve 12 day close by Q4 FY 2020, and 10 day close by Q2 FY 2021.
Principal Accounting Officer: No material adjustments in audit; no material post-close adjustments in monthly close
Accounts Payable: Complete Tipalti implementation
Payroll: HR data integration between Bamboo/ADP; Update handbook with a payroll section (Shared OKR with PeopleOps)
Payroll: Proposal to replace Expensify
PAO/Revenue: Complete retrospective review of Revenue Allocation.
Controller: Propose vendor and implementation plan for rev rec (formerly RevPro) and Commissions (Xactly).
PAO: No material weaknesses identified by Audit Firm.
CFO: Build a scalable data infrastructure that ensures completeness of data, quality and ability for anyone in the organization to access data and perform analysis.
Data Team: Embedded/Central analyst/engineer model implemented so each function has at least one embedded data analyst.
Data Team: 66% of Sensitive data is identified at the database object level (columns, tables, etc.) in a file in our repository for use in automated modeling, administering, and auditing of the warehouse.
Data Team: 66% of data sources of Data quality measures and tests documented and implemented for data sources.
CFO: Create an IT organization that prepares the company for growth over next 18 months.
IT: Create an IT SLA framework and issue initial target of less than three days.
IT: 100% of onboard/offboard activities included in new hire/termination issues with automated notification to system DRIs.
IT: Complete audit of system access termination for offboarded team members.
CFO: Create scalable business systems with business processes that have cross functional ownership.
Business Systems: Technology Stack and DRIs in handbook in relevant places in handbook (avoid directory problem).
Business Systems: Defined technology approach for back end of portal.
CFO: Improve purchasing function to streamline process while saving money.
Procurement: Public RFP issued to replace Zuora as Gitlab's Subscription Management and CPQ solution.
Procurement: Streamlined workflow based on procurement type. Involve purchasing early in the process.
Procurement: Deliver quantified savings of > $250,000 in Q4.
CFO: Maintain corporate tax compliance while looking for methods to improve tax efficiency.
Director of Tax: Deliver Global VAT review
Director of Tax: Propose optimized tax structure for supply chain
Director of Tax: Analysis on taxation of RSU’s
CMO: Increase marketing team operational efficiency
MktOps: Improve SDR lead processing efficiency.
MktOps KR: Reduce lead views to 5 (from 30+ today).
MktOps KR: Average lead processing time for SDR under 5 minutes (from 10+ minutes).
MktOps KR: MQL lead and contact views emptied every day.
MktOps: Less manual and more accurate lead routing.
MktOps KR: DemandBase form append running on all inbound forms.
MktOps KR: Reduce manual lead routing by 50% (from 4k per month).
MktOps KR: No cutting-and-pasting data from DataFox/Discover.org.
MktOps: Automate lead followup.
MktOps KR: Lead status in Outreach synced to SFDC lead status.
MktOps KR: Ability to auto-sequence low-scoring leads launched.
MktOps KR: Drift bot qualifying and routing website leads.
Community: Increase response coverage and improve responsiveness on high priority channels.
Community KR: Decrease median first reply time to 5 hours for Hacker News and website/blog comments.
Community KR: Add YouTube GitLab channels and Linkedin to ZenDesk integration and response workflow.
Strategic Mkt: Establish PIs (performance indicator) for each Strategic Marketing team.
Strategic Mkt KR: Each sub-team at least one PI trackable in a Periscope dashboard.