CRO KR: FY21-Q2 pipeline at 1.2X target (stage 3+)
VP, Field Ops: Instrument systems and programs to intended targets.
VP Field Ops KR: Factor pipeine targets to relevant tools.
Sr Director of Sales Operations: Assess solution for pipeline targets.
Sr Director of Sales Operations KR: Implement targets into Clari (or SFDC). => We did not make progress on this KR, and will carry over into Q1FY21
Sr Director of Sales Operations KR: Measure effectiveness to 90% accuracy. => We did not make progress on this KR, and will carry over into Q1FY21
Sr Manager of Sales Strategy: Measure and report on iACV forecast accuracy and take action to improve
Sr Manager of Sales Strategy KR: Assess Clari abilities to trend or track in Periscope, assess rep/mgr level forecast accuracy to 100% throughout the QTR and identify actions for sales managers => In Progress.
VP Field Ops KR: Target 90%+ completion of certification programs.
Director of Sales Enablement: Develop certification ROE and processes.
Director of Sales Enablement KR: Target 90%+ completion of certification programs starting with initial Command of the Message certification for Sales and CS team members => 100% completion
Director of Sales Enablement KR: Verify manager engagement and support => 100% sales manager engagement and support
Director of Sales Enablement: Improve operational excellence around Command of the Message and strategic opportunity management with MEDDPICC.
Director of Sales Enablement KR: Successfully execute strategic opportunity consult engagement with Force Management => 7 of 8 opportunity consults (8th decided to push to Q1)
Director of Sales Enablement KR: Effectively deliver 2-day CoM & MEDDPICC workshop to sales team members who did not participate in the Aug training => Done. Delivered 2-day CoM & MEDDPICC workshop on Jan 16-17 to ~80 sales team members who did not participate in the Aug training
Director of Sales Enablement KR: Improve the consumability of CoM and Command Plan supporting resources in the Sales Handbook => Updated the look and feel of Command of the Message Handbook Page.
Director of Sales Enablement KR: 95%+ sales participant completion of currently-running Fast Start program => Done. 100% completion of 13-week Fast Start reinforcement & sustainment program (see scorecard).
Director of Sales Enablement: Reduce rep ramp time and optimize onboarding.
Director of Sales Enablement KR: Identify key measurements and reporting cadence => In progress. Key measurements and reporting cadence identified but not delivered by Data Analytics team due to competing priorities (issue has now been open for 5 months).
Director of Sales Enablement KR: Ensure Sales Onboarding process (to include issue creation) is consistent and timely => In progress. Implementing enhanced Google Classroom SQS/onboarding reporting starting in FY21. Sales onboarding process and content documented in the Handbook.
Director of Sales Enablement: Ensure FY20 Sales Kick Off effectively supports to FY21 sales strategy.
Director of Sales Enablement KR: Effective, collaborative SKO planning and communication leading up to the early Feb 2020 event => In progress. On track to deliver against these results in early Q1.
Director of Sales Enablement KR: Development of interactive, role-based training sessions to support FY21 pipeline development and acceleration => In progress. On track to deliver against these results in early Q1.
VP Alliances: Broaden addressable user base through user personas (OPS and Security).
VP Alliances KR: AWS Re:invent GitLab visibility (5 sessions). => 80% (4 AWS sessions and 6 with other partners)
VP Alliances KR: Kubecon 14 Top Kubernetes partners with GitLab demos for 400 customers each. => 100%
CRO KR: Conduct mock earnings call. => Not Started.
VP Field Ops: Optimize Month End Close.
VP Field Ops KR: Target < 1 day EOM close.
Sr Director of Sales Operations: Optimize EOM close.
Sr Director of Sales Operations KR: Provide final bookings < 1 day by simplification of IACV calc. => In Progress: Not yet fully automatic. True-Ups & transactions from web portal require manual intervention by Deal Desk.
Sr Director of Sales Operations KR: Automation > 50% of EOM close processes. => Moved to weekly cadence. New closing stage speeds up processing time. Monthly Closed now captured in issue for transparent communication and an audit trail..
Sr Manager of Sales Systems: Timely and accurate iACV calculation.
Sr Manager of Sales Systems KR: 95% of non-custom deals have correct iACV calc after deal configuration => In Progress. Technical discovery lead to the iACV Assessment
CRO KR: Sales & Marketing using a single pipeline dashboard.
VP Field Ops: Align GTM goals and optimize reporting cadence to support IPO.
VP Field Ops KR: Create SSOT dashboard of key GTM KPIs.
Sr Manager of Sales Strategy: Partner with GTM Sales/Marketing Metrics Team to create SSOT dashboard view of GTM KPIs.
Sr Manager of Sales Strategy KR: Launch Periscope dashboard. => 80%
Sr Manager of Sales Strategy KR: Highlight 3 KPIs of focus for GTM Motion Team. => Not Started
Customer Success: Decide on customer success platform. => Tracking to 100% complete. Pending negotiation and approval.
Customer Success KR: Define requirements.
Customer Success KR: Assess vendors.
Customer Success KR: Contract signed.
Customer Success: Restructure handbook to align GitLab organization to the customer journey. => 0% complete. Lacking resource to drive. Will carry-forward when we identify a resource to drive.
Customer Success KR: Information architecture created with 100% of content relating to customer journey.
Customer Success KR: 50% of handbook content restructured to new design as measured by group's content.
TAM: Complete onboarding processes.
TAM KR: Segment-specific processes (enterprise, midmarket, SMB).
Director of Engineering, Enablement KR: Overall section monthly throughput (MRs/Engineer/Month) increases to 10 by the end of January, which projects to 250 ~ 290 MRs/Month depending on the hiring progress.
Director of Engineering, Enablement KR: Track all planning priority issues and make sure they are being completed on time.
Director of Engineering, Enablement KR: Maintain current developers to maintainers ratio - Add 1 BE maintainer (Backend from 8 to 9)
Interim Director of Engineering, CI/CD KR: Overall section monthly throughput (MR Rate) increases to 10 by the end of January, which projects to 250+ depending on growth. => 76%
Interim Director of Engineering, CI/CD KR: Track all planning priority issues and make sure they are being completed on time. => 66%
Interim Director of Engineering, CI/CD KR: Maintain current developers to maintainers ratio - Nominate and add maintainers as we are increasing (Add 1 BE maintainer) => 100%
Interim Director of Engineering, Ops KR: Overall section monthly throughput (MRs/month) increases to 7.2 (up 0%) by end of January. => +8% increase in section MR rate quarter over quarter
Interim Director of Engineering, Ops KR: Track all planning priority issues and make sure they are being completed on time. => 100%
Interim Director of Engineering, Ops KR: Maintain current developers to maintainers ratio - Nominate and add maintainers as we are increasing (BackEnd increase from X to Y, Frontend increase by X to Y) => Maintainer to dev ratio worsened over the quarter about 17%
Director of Engineering, Secure KR: Increase rolling 6 month average by >=10%. => We were able to reach 11.5% for the rolling average. OKR 100% achieved.
Director of Engineering, Secure KR: Track all planning priority issues and make sure they are being completed on time. => N/A
Director of Engineering, Secure KR: Maintain current developers to maintainers ratio - Nominate and add maintainers as we are increasing (BackEnd increase from X to Y, Frontend increase by X to Y) => We added a maintainer for the Frontend. OKR 50% achieved.
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.
Director of UX KR: Get 16 total stages to participate in 4 UX Showcases, and share the resulting video in the Engineering Week in Review.
Director of UX KR: Include Product Design and UX Research results in 5 Group Conversations.
Director of UX KR: Post all new UX Scorecards and newly completed Pajamas components (Create, Build, and Style stages), post it to the Engineering Week in Review.
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.
VP Recruiting KR: At least 90% of plan for the quarter.
VP Recruiting KR: Average time to fill at 40 days, excluding Director+.
VP Recruiting KR: At least 35% of all hires/month are women.
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.
Chief People Officer KR: Select 1-2 top priorities from October 2019 Engagement Survey and develop action plan.
Chief People Officer KR: ??% of hiring manager interviews for leadership roles are with female candidates.
Chief People Officer: Improve onboarding to ensure optimal levels of new team member experience and productivity.
Chief People Officer KR: OSAT (Onboarding Satisfaction): Increase response rate and maintain score of 4.0 or higher.
Chief People Officer KR: ROI calculation for new HRIS that meets the needs of a medium to large size company.
Chief People Officer KR: 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.
Chief People Officer KR: Annual comp review with updated location factor based on data from ERI, Numbeo, Compensation Surveys while taking the Average Location Factor KPI into account. => 100%, Annual Compensation Review completed on time and under budget. New location factors implemented based on automated process.
Chief People Officer KR: Measure and ensure gender pay equity. => 100%, Audit complete for US. Next iteration is to scope internationally and add equity.
Chief People Officer KR: Ensure competitive benefits offerings where we have entities/PEOs. => 100% on new entities, not measurable on current entities.
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 KR: Refactor the recruiting process to recover hiring to plan. Hiring pipeline >100% of targets => In Progress.
VP Field Ops KR: Provide metrics to leverage Talent model on at least 5 hires in Q4 => Completed.
VP Field Ops KR: Keep Manager Span of Control (equal to or less than 8) for entire CRO org => Completed.
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.
Director of Engineering, Dev KR: Maintain current developers to maintainers ratio - Nominate and add maintainers as we are increasing (BackEnd increase from X to Y, Frontend increase by X to Y)
Director of Engineering, Defend KR: Defend backend engineers hired in Q3 have created MR's for all portions of the architecture necessary to create/maintain Defend features.
Director of Engineering, Defend KR: >=1 defend engineer becomes a trainee maintainer by the end of the quarter
Director of Engineering, Defend KR: Maintain current developers to maintainers ratio - Nominate and add maintainers as we are increasing (BackEnd increase from X to Y, Frontend increase by X to Y)
Director of Engineering, Enablement KR: Overall section monthly throughput (MRs/Engineer/Month) increases to 10 by the end of January, which projects to 250 ~ 290 MRs/Month depending on the hiring progress.
Director of Engineering, Enablement KR: Track all planning priority issues and make sure they are being completed on time.
Director of Engineering, Enablement KR: Maintain current developers to maintainers ratio - Add 1 BE maintainer (Backend from 8 to 9)
Director of Engineering, Growth KR: Maintain current developers to maintainers ratio - Nominate and add maintainers as we are increasing (BackEnd increase from X to Y, Frontend increase by X to Y)
Payroll: HR data integration between Bamboo/ADP; Update handbook with a payroll section (Shared OKR with PeopleOps) => 85%
Payroll: Proposal to replace Expensify => 50% (User dissatisfaction with Concur)
PAO/Revenue: Complete retrospective review of Revenue Allocation. => 90%
Controller: Propose vendor and implementation plan for rev rec (formerly RevPro) and Commissions (Xactly). => 95%
PAO: No material weaknesses identified by Audit Firm. => 90% (internal controls work not finalized by auditor)
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.
