CEO KR: End Q1 with Q2 New business IACV Stage 3+ Pipeline and Growth business IACV Stage 3+ Pipeline both ahead of plan.
CRO: Build strong FY21 pipeline.
CRO KR: FY21-Q2 stage 3+ pipeline at 1.8X target and total pipeline at 2.2x
CRO KR: FY21-Q3 stage 3+ pipeline at 1.2X target and total pipeline at 1.7x
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 determined Google Sheets was best solve due to issues with data extraction from Clari. This data is tracked and reported on in Monthly Sales Key Review.
Sr Director of Sales Operations KR: Measure effectiveness to 90% accuracy.
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 => 25% completed, moving to manual entry
Director of Field Enablement: Prepare for GitLab Field Certification Program
Director of Field Enablement KR: Define functional competencies & proficiency levels for Sales and CS roles => DONE
Director of Field Enablement KR: Finalize Moments That Matter (MTMs) for in-scope field roles (SALs, AEs, SAs, and CSMs) => DONE
Director of Field Enablement KR: Complete job task analysis for in-scope field roles => 90% complete for Sales and CS roles
Director of Field Enablement KR: Assemble list of the most common technical questions and answers that SALs and AEs ask SAs that SAs believe sales folks should be able to answer => DONE
Director of Field Enablement KR: Build learning path to support the above to launch to targeted sales team members in early Q2 => WIP
VP Alliances: increase GitLab content as part of our partner’s sales and marketing to scale pipeline and speed to close.
VP Alliances KR: Create 1st class experiences for free partner compute services, documented landing page for key partner –> 66% (AWS and GCP done, VMware to Q2)
VP Alliances KR: Execute first joint marketing campaign –> WIP
CRO: Launch New Channel Program
CRO KR: New tiers, terms and agreement complete, published on partner portal and handbook for all partners
VP, Global Channels: Develop and release new GitLab Channel Program.
VP, Global Channels KR: Channel Program details released and promoted on handbook and partner portal => DONE
Director of Field Enablement: Partner with Channel team to build enablement program to support channel launch.
Director of Field Enablement KR: FY21 partner enablement strategy and execution plan created by EOQ (pending Program Manager, Partner Enablement hire). => Just starting (above was heavier lift than anticipated)
CRO KR: Automated deal reg launched and available in SFDC Partner Portal.
Sr Manager Sales Systems: Build and release SFDC Communities Parter Portal.
Sr Manager Sales Systems KR: 100% of partner deal registrations received via Partner Portal. => DONE
CRO KR: Deliver at least one new PIO in every region through Partner Portal.
VP, Global Channels: Deliver at least one new PIO in every region.
VP, Global Channels KR: Deliver at least one new PIO in every region. => DONE
VP Alliances: use strong Alliance partners to help scale Channel
VP Alliances KR: Double lead flow to and from top 3 alliance partners
VP Alliances KR: Announced GitLab practices with 3 of the top SI’s, recruited from our top Alliance partners.
CEO KR: Maintain quota capacity at least 5% ahead of plan for FY21. Exceed Q1 NQR hiring by at least 5% quota coverage.
CRO: Exceed hiring plan for NQR hires for Q1gitlab-org&412
CRO KR: develop agreed upon quarterly targets and developed reporting on QTD performance.=> 50% completed. Quarterly targets completed with finalizing hiring plan. Develop reporting on QTD performance still in progress.
CRO KR: establish SLA’s for Hiring Teams around interview and feedback turnaround. Assign DRI’s for vacant leadership roles to ensure minimal pause of hiring to plan. => Done
CRO: At or above plan for OQR hires for Q1gitlab-org&413
CRO KR: develop agreed upon quarterly targets and developed reporting on QTD performance.=> 50% completed. Quarterly targets completed with finalizing hiring plan. Develop reporting on QTD performance still in progress.
CRO KR: establish SLA’s for Hiring Teams around interview and feedback turnaround. Assign DRI’s for vacant leadership roles to ensure minimal pause of hiring to plan.=> Done
CRO: Implement Phase 2 of the 5C Sales talent Model to allow for raising the bar with hiring talent for NQR and OQR roles.
CRO KR: Initiate phase 2 of the 5C Sales Talent Model and expand to all NQR and OQR roles.=> 20% full revamp and iterations taking place to align with Sales Enablement Field Competencies.
CRO KR: 100% of applicants that make it to team interview have gone through the 5C Sales Talent Model Interview process. => 0% due to delay mentioned above.
CEO KR: Renewal process satisfaction, as measured by SSAT for tickets about renewals, is greater than 95%.
Director of Product, Growth: Improve the customer experience with billing related workflows.gitlab-com&263
Director of Product, Growth KR: Make material improvements to direct signup, trial, seat true-up, upgrade, and renewal workflows, both for .com and self-managed customers. gitlab-com/Product#725
Chief Product Officer: Complete pricing analysis and, if required, roll out related updates to GitLab's pricing and packaging.gitlab-com&264
Chief Product Officer KR: Complete pricing analysis project and, if required, implement at least the first phase of any recommended changes. gitlab-com/Product#728
Director of Engineering, Enablement KR: Complete dogfooding Geo on GitLab.com staging environment gitlab-org&575
Director of Engineering, Enablement KR: Enable ElasticSearch for paid groups on GitLab.com gitlab-org&1736
Director of Engineering, Enablement KR: Scope and start MVC of database partitioning, related epic gitlab-org&2023, completion of MVC may extend into Q2 due to dependency of PostgreSQL 11 upgrade.\
Director of Brand and Digital Design KR: Increase Demo landing page conversion rate by 50%.
Director of Brand and Digital Design KR: Increase a Webcast landing page conversion rate by 40%.
Director of Brand and Digital Design: Finalize Website Refresh RFP and engage website vendor
Director of Brand and Digital Design KR: Finalize RFP for incremental website refresh over FY21-Q2, Q3 and possibly Q4, starting with conversion-focused experiences in FY21-Q2
Director of Brand and Digital Design KR: Engage website vendor to start work in FY21-Q2
Director of Marketing Operations Ops: Simplify Initial Sources for cleaner reporting
Director of Marketing Operations KR: Reduce the list of sources from 74 to less than 15
Director of Marketing Operations KR: Reconfigure all related systems as needed to ensure consistency
Director of Marketing Operations KR: Align all SiSense Dashboards for consistency
Director of Marketing Operations KR: 100% clarity on Web Direct initial source
Director of Marketing Operations Marketing Ops: Establish ongoing process and policy for Marketo database retention
Director of Marketing Operations KR: Determine and implement regular cadence for GDPR related database deletions based on legal/compliance recommendations
Director of Marketing Operations KR: Determine and implement timing and criteria for other database deletions
Director of Marketing Operations KR: Collaborate with campaigns to segment by engagement level
Director of Marketing Operations Marketing Ops: 100% Data-driven marketing organization steps
Director of Marketing Operations KR: Determine FY21 priority marketing KPIs
Director of Marketing Operations KR: Establish FY21 Marketing Performance Dashboard aligned with key FY21 KPIs
Director of Marketing Operations KR: Establish BOD consistent dashboard aligned with FY21 KPIs
Director of Marketing Operations KR: Set PIs for at least 10 roles as an example for rest of team to complete by end of Q2
Director of Marketing Operations KR: Create a mechanism for weekly alignment of individual actions to priority KPIs
Senior Director of Revenue Marketing: Complete website SEO audit
Senior Director of Revenue Marketing KR: Complete site audit using Screaming Frog
Senior Director of Revenue Marketing KR: Identify Key optimization pages
Senior Director of Revenue Marketing KR: lower critical organic search errors on SEM Rush by 70%, target under 1,000. Current state is 3,315
Senior Director of Revenue Marketing Revenue Marketing: Implement nurture campaigns
Senior Director of Revenue Marketing KR: Create at least 3 re-nurture paths for leads
Senior Director of Revenue Marketing KR: Enable SDRs to put leads in re-nurture paths
Senior Director of Revenue Marketing KR: Create automation to drive reMQL for unresponsive leads
Senior Director of Revenue Marketing KR: Enable lead-score re-set to under 90
Senior Director of Revenue Marketing Revenue Marketing: Deploy Drift across entire SDR org
Senior Director of Revenue Marketing KR: 100% of SDRs enabled on Drift, with ABM functionality
Senior Director of Revenue Marketing KR: 100% of relevant lead-generating pages enabled with chat on about.gitlab.com
Senior Director of Revenue Marketing KR: $250,000 of IACV pipeline linear attribution to Drift touches
Senior Director of Revenue Marketing Revenue Marketing: Diversify Field Marketing tactics
Senior Director of Revenue Marketing KR: Execute 1 new non-event related tactic per field territory
Senior Director of Revenue Marketing KR: Assure IACV Linear Attribution tracking for new tactics
Senior Director of Corporate Marketing: Execute successful KubeCon Amsterdam sponsorship
Senior Director of Corporate Marketing KR: Reach 50% of the audience with talks and day 0 events
Senior Director of Corporate Marketing KR: Successful announcement with major German auto manufacturer customer at KubeCon
Senior Director of Corporate Marketing KR: Be included in 5% of coverage coming out of KubeCon
Senior Director of Corporate Marketing KR: TanukiAdventure social media trends in Amsterdam
Sr. Director of Product Marketing Strategic Marketing: Activate use case GTM model (aligned with content pillars)
Sr. Director of Product Marketing KR: Complete P1 BOM deliverables for first 3 use cases based on sales input, business priority and competitive landscape
Sr. Director of Product Marketing KR: Create Analyst Landscapes for Q1 prioritized use cases
Sr. Director of Product Marketing KR: Create Timeline Plan for Supporting Remainder of AR-related Use Case BOM for each of Q1 prioritized Use Case
Sr. Director of Product Marketing KR: Identify Customer References required for Q1 prioritized Use Cases
Sr. Director of Product Marketing KR: Create Timeline Plan for Supporting Remainder of CR-related Use Case BOM for each of Q1 prioritized Use Case
CMO: Implement account-centric marketing model
CMO KR: Establish parallel Account-Centric FY21 for Large segment
CMO KR: Establish parallel PIs for Field Marketing using Account-Centric Model
CMO KR: Enable FMM with SiSense Account Centric dashboard to measure progress
CFO: Public Company Preparation
Senior Director, Investor Relations KR: Deliver all assets and run Q420 mock earnings call in March
PAO KR: Achieve 12 day close, Desire 10 Day close once new systems and processes in place
PAO KR: Go live Workiva
Manager, Internal Auditor KR: Document desktop procedures for procure to pay process
Manager, Internal Auditor KR: Complete SOX risk assessment and scoping for FY21
VP, Finance KR: 100% of hires using the hiring process single source of truth
VP, Finance KR: 100% SLA on marketing vendor spend to budget provided to marketing on BD3 each month starting April
VP, Finance KR: 100% of "Key Reviews" of variance analysis slide in them by end of Q1
Manager, FP&A KR: Create IACV to ARR to GAAP revenue forecast process that is accurate within 5%
Director, Sales Finance KR: Improve IACV forecast accuracy to < 5% by develop Account based TAM (LAM) based forecasting process for bookings
Director, Sales Finance KR: Drive one decision regarding the sales business plan by develop Rep economic/payback and customer economic models (CAC to LTV)
VP, IT KR: 100% of qualifying vendor expenses have a purchase order
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.
VP, IT KR: Enable Data pipeline monitoring using Prometheus for proactive notification to all stakeholders. gitlab-data epic #60
VP, IT KR: Implement a high fidelity data architecture in the warehouse for ARR and customer metrics.
VP, IT KR: Deliver a Sisense chart for all FY21-Q1 KPI’s that will be linked in the handbook.
CFO: Create an IT organization that prepares the company for growth over next 18 months.
VP, IT KR: Complete Okta integrations for Slack, Google Workspace, Zoom, and GitLab.
VP, IT KR: Complete endpoint tracking and management of new US Macbooks and define a target for existing hardware.
VP, IT KR: Adopt a formalized change management process that satisfies all GitLab security controls for prioritized Enterprise tools.
VP, IT KR: Onboarding IT satisfaction score > 4.5
CFO: Create scalable business systems with business processes that have cross functional ownership.
VP, IT KR: Develop an intake process for larger projects that ties into procurement processes that involve Business Systems Analysts into reviewing how the proposal fits into our tech stack and project roadmap.
VP, IT KR: Identify 20 shared system accounts and convert them to individual users in groups that improve our audit and security posture.
VP, IT KR: Document Business Continuity Plan for production level systems within Finance.
CFO: Improve purchasing function to streamline process while saving money.
VP, IT KR: Deliver quantified savings of > $250,000 in Q1. Measured by initial bid to final deal.
VP, IT KR: Roll-out NetSuite PO Module and No PO, No Pay Policy.
VP, IT KR: Procurement team involved in 100% of all system purchases > $25k.
CLO: Grow the Legal team to meet the growing demands of a rapidly expanding business.
CLO KR: Hire, or have strong candidates in review, for > 75% of open positions.
CLO KR: Successful Legal specific onboarding of new hires.
CLO KR: Establish milestone(s) and objectives for additional roles to be hired in FY21.
Director, Contracts & Legal Operations: Evolve to scale with the Sales Team, by assisting in the closure of an increasing volume of non-standard commercial contracts, to meet or exceed IACV and other revenue based targets.
Director, Contracts & Legal Operations KR: Update current agreements to ensure, (i) templates are available for growing business lines (i.e., MSP), and (ii) terms are as reasonable and easy for customers / partners to accept
Director, Contracts & Legal Operations KR: Create training and enablement for WW sales team on, (i) best practices for negotiations of terms, (ii) how to close deals as efficiently as possible, and (iii) processes for engaging with legal
2. CEO: Popular next generation product
CEO KR: SMAU is being measured and reported in 100% of Sales and Product Key Reviews.
Director of Product, Growth: Ensure accurate data collection and reporting of AMAU and SMAU metrics.gitlab-com&265
Director of Product, Growth KR: Deliver AMAU and SMAU tracking with less than 2% uncertainty. gitlab-com/Product#729
CEO KR: SPU increases by 0.25 stages from EOQ4 to EOQ1.
CRO: Increase stage usage for 10 of top 50 accounts with only 1-2 stages in use as measured by Stages per User <= 2.gitlab-com&254
CRO KR: Targeted account based plan to offer services and support to utilize a new stage at each of the 50 targeted accounts. => Transitioned priority to support Efficiency improvement project Executive Sponsor Program
CRO KR: 10 accounts add at least one stage with SMAU moving from <5% to >25% in a specific stage.
VP Alliances: Increase stage usage through joint use cases with Alliance Partners
VP Alliances KR: Increase engagement with customers through the IaC use case and Hashicorp
VP Alliances KR: define the DevOps at KubeCon through 10 partners, 500 customers each and 1M social impressions
Sr Director of Sales Operations: Collect and analyze customer stage usage data.
Sr Director of Sales Operations KR: Identify key technologies used by stage via 3rd party tool or Sales Rep discovery for 50%+ of customers ==> DONE
VP of Customer Success (CS): Develop our customer journey to improve customer experience and establish repeatable processes, providing leading indicators of customer health, improving predictability, and supporting IACV growth.
CS KR: Determine DRI's (SME's) on CS team for each Product stage PM => 100%
CS KR: Data-driven monthly cadence established between CS SME team and each Product owner to align prospect and customer requirements with the product roadmap => 90% (On track)
CS KR: Delivered first three courses for Presenting Functional Competency =>25%
CS: Improve and enable Customer Success on the different engagement approaches to support our Enterprise and Commercial customers gitlab-com/Customer-Success#21.
CS KR: Create a playbook and provide training to help customers move from SCM to CI => 100%
CS KR: Create a playbook and provide training to help customers augment their security with GitLab. => 100%
CS KR: Create a playbook and provide training to help customers upgrade to Premium and Premium to Ultimate => Deferred to Q2
CS KR: Greater than 80% of new deals have a Command Plan or documented reasons for purchase by CLOSED WON stage
CS KR: All AE's and SA's are trained in the format and best practices
CS KR: Incorporate improved new customer transition process in handbook
VP of Customer Success (CS): Improve repeatability and delivery quality of professional services, delivering improved services-enabled onboarding and Professional Services revenue predictability. Expand service offerings to accelerate GitLab adoption.
PS KR: Develop Service Delivery methodology framework documented in the Handbook => 100%
Enablement completed for all professional services team members on delivery methodology => 100%
PS KR: Finalize engagement close out survey process to accurately track customer satisfaction => 100%
CS: Develop strategy for current product consultancy and future expert services services offerings gitlab-com/Customer-Success#27.
PS KR: Build a business plan for product consultancy strategy including a model for achieving revenue growth => 50%
PS KR: Document the addressable market for DevOps Operational Consulting services to include TAM, competitive analysis and required investments => 10%
CS: Establish Salesforce as the single source of truth for Customer Success. gitlab-com/&274.
CS KR: All PS Engagements are tracked and reported in Salesforce and Finance can properly recognize PS revenue by end of fiscal quarter => 100%
CS KR: 80% SA adoption of logging customer touchpoints in Salesforce and account assignment 100% completed on all existing customers (SA and TAM) => 100%
CS KR: MVC Salesforce Dashboards are built for all region CS teams => 100%
CS: Add Value Prop for both Services Engagements and Services Lef Education to GitLab Value Framework gitlab-com/Customer-Success#28.
CS KR: Add one bullet for "Pain," "Outcomes," "Required Capabilities," and "Why Us?" for the Value Drivers Framework related to General Services Engagements => 100%
CS KR: Add one bullet for "Pain," "Outcomes," "Required Capabilities," and "Why Us?" for the Value Drivers Framework related to Services led Customer Education
CS KR: Add one Defensible Differentiator for both General Services Engagements and Services Led Customer Education
PS KR: Build and productize pilot version of 1 certification including content and assessments by April 30 => 100% complete
PS KR: Set up SKUs, ordering process and handbook/PS page updates by April 30 => 90% complete
PS KR: Soft launch 100% of components (instructor-led slides, practice labs, certification assessments) to selected pilot audience completed by April 30 => 100% complete
CS: Develop services partner onboarding program to accelerate ability to deliver Product Consultancy services gitlab-com/Customer-Success#30.
PS KR: Create capabilities map including the documented requirements for partner enablement, implementation onboarding and professional services support for services partners - Push to Q2
CS: Drive stage adoption for top customers, tracking progress, collecting feedback to improve future plans and provide feedback on telemetry.
CS KR: For Enterprise and Midmarket customers, drive stage adoption and deliver report at the end of Q1 with progress and recommendations. => 100% Summary Report
CS KR: Develop TAM playbook to increase ping testing messaging, identify objections, and coordinate with Marketing and Product to highlight how and why Telemetry is used => 100% Usage Ping FAQ
CS: Develop Commercial focused CI Enablement digital campaign to help customers reduce learning curve and adopt CI in 30 days gitlab-com/Customer-Success#25.
CS KR: Create digital email campaign of at least 4 emails covering key CI concepts where we see hesitation or slowness in adoption => 75%
CS KR: Develop at least 3 short explainer videos to give customers a visual walk-through of key concepts and decisions they need to make => DONE
CS KR: Send a survey at end of the campaign to capture customer feedback, satisfaction with the material, and adoption of relevant product categories => BLOCKED
CS: Provide adoption support for our Commercial/Enterprise customers, leveraging digital assets gitlab-com/Customer-Success#24.
CS KR: Deliver GitLab CI and GitLab 101 webinar series for Commercial Customers => DONE
CS KR: Update TAM handbook to clarify differences in Commercial segment engagement model and prescriptively describe how to leverage new digital campaigns => 25%
Principal Product Manager, Product Operations KR: Survey at least 25% of GitLab's paid customer base, with a reponse rate of >4%. gitlab-com/Product#732
Director, Product, Ops: Work with GitLab's infrastructure team to dogfood our APM metrics.gitlab-com&269
Director of UX KR: Validate category maturity ratings with users for all categories that moved to the next rating (except Minimal, which is self assigned) during Q4 FY20.
Director of Engineering, Defend KR: >=1 defend engineer volunteers becomes a trainee maintainer and starts the process to become one 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, Defend KR: Fully document and where possible fully automate both creation and validation of defend back-end development (autodevops with local GDK) environment by the end of the quarter
Director of Quality KR: Create 3 performance indicators for defects in product facing work (creation rate, closure rate, remaining) and 2 performance indicators for velocity (release post and cycle time).
Director of Quality KR: Reduce average merge request pipeline from 72.3 minutes to 45 minutes (ultimate goal of 30 minutes).
Director of Quality KR: Create performance indicator to measure test planning across all product stages, capture Quad Planning effort in 12 stages.
Interim VP of Infrastructure KR: Dogfood GitLab.com uptime as part of the product (i.e., ops.gitlab.net/uptime/)
Interim VP of Infrastructure KR: Monitor our monitoring: SLOs and SLAs.
CMO: Expand GitLab brand awareness.
CMO KR: Identify 1 new brand activation platform opportunity to broaden GitLab brand reach
Director of Brand and Digital Design: Next-generation GitLab brand strategy, identity and guidelines.
Director of Brand and Digital Design KR: Complete brand guidelines audit to identify opportunities for improvement
Director of Brand and Digital Design KR: Facilitate collaborative brand summit to improve brand strategy
Director of Brand and Digital Design KR: Publish next-generation brand strategy and identity guidelines in the handbook
Director of Community Relations: Improve scalability and capacity of the Evangelist Programs.
Director of Community Relations KR: Launch streamlined swag ordering and delivery via Printfection for meetup organizers and GitLab Heroes
Director of Community Relations KR: Create new applications and workflows for GitLab Meetups and GitLab Heroes that allow us to capture all necessary information in the application, automate email responses, and reduce response times.
Director of Community Relations KR: Create email mailing lists for both Meetups program participants and GitLab Heroes to allow for more efficient communication and better tracking.
Director of Community Relations: Leverage real-time/synchronous engagement with the wider community to recruit new contributors.
Director of Community Relations KR: Support/organize 5 “Hackathon-in-a box” type events at meetups or at industry events (e.g. SCaLE18x)
Director of Community Relations KR: Set-up regular office hours with product/engineering teams (e.g. Runner, Package, etc.) to engage with the wider community to review backlogs, highlight areas for community contribution, etc.
Director of Community Relations: Improve scalability and efficiency of the Code Contributors program.
Director of Community Relations KR: Streamlined swag process for first-time contributors and Hackathon-in-a-box
Director of Community Relations KR: Deliver Gitter-Slack integration in conjunction with the Quality team
Director of Community Relations KR: 3 other opportunities for automation identified and planned. This could include auto-labeling milestones post deployment of the merged MR, automatic label for 1st-time contributors or others.
Director of Community Relations: Ramp up engagement with existing education program members.
Director of Community Relations KR: Execute Education Program Survey, with published results in a public blog post
Director of Community Relations KR: Publish 3 use cases from existing member institutions, including their logos on the website
Director of Community Relations: Increase Education Program Awareness.
Director of Community Relations KR: Event plan for 2021; execute on at least 1 event in Q1.
Director of Community Relations KR: Redesigned Education Program landing page, with new terms, program definition, and institution member logos.
Director of Community Relations KR: Publish 5 blog posts on Education Program
Director of Community Relations: Scale Community Advocates team.
Director of Community Relations KR: Plan for 24/7 coverage on GitLab mentions.
Director of Community Relations KR: Plan for Advocate expertise rotation, with each team member having acquired 2 new expertises.
Director of Community Relations KR: A set of Live Learning sessions scheduled to raise awareness on involving experts to address wider community mentions and train GitLab members to interact with our community as domain knowledge experts.
Senior Director of Corporate Marketing: Grow competitive share-of-voice.
Senior Director of Corporate Marketing KR: 55% SOV vs. main competitor.
Senior Director of Corporate Marketing KR: At least two key messages included in 75% of feature articles
Sr. Director of Product Marketing: Pilot Learn@gitlab web experience for finding & featuring how-to technical content.
Sr. Director of Product Marketing KR: Publish MVC landing page or PF experience.
Sr. Director of Product Marketing KR: Tag existing content into new page.
Sr. Director of Product Marketing KR: Build plan for FY21
Sr. Director of Product Marketing: Improve customer reference program.
Sr. Director of Product Marketing KR: Publish 8 Customer Case Studies (Written or Video)
Sr. Director of Product Marketing KR: Implement New CoM-aligned Customer Case Study Format/Template
Sr. Director of Product Marketing KR: Formalize v1 of Peer Review Site Content Management System
3. CEO: Great team
CEO KR: Teams are working handbook-first and no content is being produced in other tools, e.g. Docs, Classroom, etc.
CEO KR: There 7 certifications online for all community members to pursue.
CEO KR: There are 200 certifications completed by middle managers at GitLab.
Director of People Operations KR: Roll out four training modules, two for DIB (one being Unconscious Bias), two for L&D (Giving Feedback / Receiving Feedback) and one for middle managers (Keeping the hiring bar high)
Director of People Operations KR: Four certification modules rolled out by end of quarter
Director of People Operations KR: 100% of team members trained on our compensation philosophy and training materials available to our wider community. => Training materials available to wider community with a newly designed Total Rewards landing page to explain all three parts. In Q1FY21 1.43% of company took assessment, 1.11 % of company passed assessment, 78% success rate.
Director of People Operations KR: Ensure competitive benefits offerings where we have entities/PEOs. (Based on life insurance, medical insurance, and retirement). => 100% on new entities, not measurable on current entities.
Director of Customer Support KR: Clearly defined new Senior Manager role & responsibilities in Support and ensure smooth transition of reporting structure.
Director of Customer Support KR: Support Operations team is established with manager and initial specialists hired.
Director of Customer Support KR: Hiring plan is adjusted for new leadership and spans of control for Sr. Manager:Manager:IC.
Interim VP of Infrastructure KR: Implement next iteration of Reliability stable counterparts
Interim VP of Infrastructure KR: Onboard VP, Director of SRE, and Sr/Mgr of Free & DBRE
Director of Tax: Maintain corporate tax compliance while looking for methods to improve tax efficiency.
Director of Tax KR: Present & implement optimized tax structure for supply chain that results in a lower tax cash out of 25% vs prior year.
Director of Tax KR: Meet scalable employment solution for 100% of team members.
Director of Tax KR: Employment solution in place in India.
VP of Customer Success: Develop new approaches to remote working to improve collaboration, employee satisfaction and/or health and wellness of the team. => DONE 100%
VP of Customer Success KR: Document 3 new approaches and/or methods in the remote working or relevant section of the handbook. =>DONE
VP of Customer Success KR: Communicate and share the approaches within sales and customer success forums and in #remote Slack channel. =>DONE
CMO KR: Baseline marketing team diversity and leadership diversity
CMO KR: Improve both overall team and leadership diversity by end of quarter
Senior Director of Corporate Marketing: Drive awareness about All Remote Message.
Senior Director of Corporate Marketing KR: Establish 2020 GitLab Remote Work Survey
Senior Director of Corporate Marketing KR: Secure 7 articles about remote work survey
Senior Director of Corporate Marketing KR: Reach 200,000 people via all channels. Implement content into three panels or keynotes
Director of Community Relations: Improve diversity of Heroes program as defined on GitLab’s Diversity, Inclusion and Belonging page.
Director of Community Relations KR: Create 3 new initiatives, campaigns, or content (such as blog posts or videos) aimed at improving the diversity of the Heroes program.
Director of Community Relations KR: Accept 5 new GitLab Heroes who are gender minorities and 5 new GitLab Heroes from other underrepresented groups
Senior Director of Corporate Marketing Corporate Marketing: Hold successful Contribute.
Senior Director of Corporate Marketing KR: Hold successful Contribute with 4 out of 5 stars from the attendee survey
Senior Director of Corporate Marketing KR: Secure positive coverage around carbon emissions announcement, securing 5 articles
Senior Director of Corporate Marketing KR: Announce Contribute 2021
CLO: Create plan for materials to be delivered for enablement and training to ensure GitLab Employees understand legal and compliance requirements related to their role (i.e., FCPA, Reg FD, GDPR, CCPA, etc.). Update and create policies where needed with an eye toward PCR.
CLO KR: Analyze current programs and processes to identify potential gap(s) and develop a plan to address deficiencies
CLO KR: Review current policies and identify gaps or where revisions are needed. Set timeline to accomplish revisions and rollout in line with PCR schedule with a target of 95% completion by end of FY’21, as defined by number of Team Members identified as having completed trainings vs. total number of Team Members identified as requiring training
CLO KR: Develop clear guidelines for the global GitLab workforce as needed to participate in trainings and system for tracking training completion