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KPI Index

Updating

  1. This page is the list of KPIs and links to the definitions in the handbook.
  2. In order to maintain a SSOT, KPI definitions live only in the functional section in the handbook, as close to the work as possible. So define performance indicators in the relevant page (for example the adoption page that also contains how the team works and has relevant videos) instead of a (K)PI page.
  3. The Data Team is responsible for maintaining this page.
  4. If a KPI is not defined or is being updated, create a MR to propose or update a definition and ask the appropriate business stakeholder to review and merge.
  5. If you remove, add, or change the essence of a KPI, the merge request needs to be approved by the function head and the CEO. Last person approving should merge the MR.
  6. Tag the CFO; function head; Manager, Data; and Manager, FP&A in the MR for visibility into downstream changes that may need to occur.
  7. Once the MR is merged, the author makes an announcement on the Company Call, along with the link to the Merge Request.
  8. FP&A will add an * for the definition change to the Investor Metrics along with a link to the Merge Request that describes the change.
  9. If the KPI being changed is one of the following, the CFO will need to notify investors and any relevant external parties:

Working with the Data Team

Please see the Data Team Handbook.

Legend

πŸ“Š indicates that the KPI is operational and is embedded in the handbook.

πŸ”— indicates that the KPI is operational and linked from the handbook.

🚧 can be used to indicate that the KPI is being actively worked on. When using this indicator, an issue should also be linked from this page.

GitLab KPIs

GitLab KPIs are duplicates of goals of the reports further down this page. GitLab KPIs are the most important indicators of company performance.

  1. IACV vs. plan > 1 πŸ”—
  2. Capital Consumption < Plan πŸ”—
  3. Sales efficiency > 1 πŸ“Š
  4. Net New Business Pipeline Created ($s) v Plan > 1 πŸ“Š
  5. Wider community merged MRs per release 🚧 Issue
  6. LTV / CAC ratio > 4
  7. Interviewee Satisfaction (ISAT) > 4.1 πŸ“Š
  8. Hires vs. plan > 0.9 πŸ“Š
  9. 12 month team member retention > 84% 🚧 Issue
  10. Merge Requests per release per engineer in product development > 10 πŸ“Š
  11. GitLab.com Availability > 99.95%
  12. SMAU
  13. Support Satisfaction πŸ“Š
  14. Runway > 12 πŸ”—
  15. Product Downloads πŸ“Š
  16. MAUI (Meltano so not part of the GitLab Executive Team KPIs) > 10% WoW

Sales KPIs

  1. IACV vs. plan > 1 πŸ”—
  2. Field efficiency ratio > 2 πŸ“Š
  3. Sales efficiency > 1.0 πŸ“Š
  4. TCV vs. plan > 1 πŸ”—
  5. ARR YoY > 190% πŸ”—
  6. Win rate > 30% πŸ“Š
  7. % of ramped reps at or above quota > 70%
  8. Net Retention > 180% πŸ”—
  9. Gross Retention > 90% πŸ”—
  10. Rep IACV per comp > 5
  11. ProServe revenue vs. cost > 1.1 πŸ“Š
  12. Services attach rate for strategic > 80%
  13. Self-serve sales ratio > 30% πŸ“Š
  14. Licensed users πŸ“Š
  15. ARPU πŸ”—
  16. Active SMAU
  17. Active installations per hosting platform

  18. New hire location factor < 0.72 πŸ“Š

Marketing KPIs

  1. Net New Business Pipeline Created ($s) v Plan > 1 πŸ“Š
  2. Pipe-to-spend per marketing activity > 5
  3. Marketing efficiency ratio > 2
  4. Opportunities per XDR per month created
  5. LTV / CAC > 4
  6. Social Media Follower Growth
  7. New Unique Web Visitors (about.gitlab.com)
  8. Total Web Sessions (about.gitlab.com)
  9. Meetups per month
  10. Wider Community merged MRs per release 🚧 Issue
  11. Community Channel Response Time
  12. New hire location factor < 0.72 πŸ“Š
  13. Pipeline coverage: 2X for current quarter, 1X for next quarter, and .5 for 2 QTRs out
  14. Total # of MQLs by month πŸ“Š
  15. Lead follow-up response time
  16. Qty. of Case Studies published per month
  17. Larger SOV compared to most published competitor
  18. Growth in amount of partnership focused media coverage
  19. Growth in amount of remote work focused media coverage
  20. Product Downloads πŸ“Š

People Group KPIs

  1. Hires vs. plan > 0.9 πŸ“Š
  2. Time to Offer Accept (Days) < 30 πŸ“Š
  3. Offer acceptance rate > 0.9 πŸ“Š
  4. Interviewee Satisfaction (ISAT) > 4.1 πŸ“Š
  5. Average location factor < 0.65 πŸ“Š
  6. Percent of team members over compensation band <= 1%
  7. New hire location factor < 0.72 πŸ“Š
  8. 12 month team member retention > 84%
  9. 12 month voluntary team member turnover < 10%
  10. Candidates Sourced by Recruiting Department versus Candidates Hired > 0.28
  11. Onboarding Satisfaction (OSAT) > 4 πŸ“Š
  12. Diversity lifecycle: applications, recruited, interviews, offers, acceptance, retention
  13. Spend per team member
  14. Discretionary bonuses per employee per month > 0.1 πŸ“Š
  15. Percent of sent Slack messages that are not DMs > 50% πŸ“Š
  16. Cost Per Hire πŸ”—

Recruiting Department KPIs

  1. Hires vs. plan > 0.9 πŸ“Š
  2. Time to Offer Accept (Days) < 30 πŸ“Š
  3. Offer acceptance rate > 0.9 πŸ“Š
  4. Interviewee Satisfaction (ISAT) > 4.1 πŸ“Š
  5. Candidates Sourced by Recruiting Department versus Candidates Hired > 0.28
  6. Outbound Candidates versus Candidates Hired > 0.50
  7. Cost Per Hire πŸ”—

Finance KPIs

  1. Capital Consumption Ratio > 2 πŸ”—
  2. Gross margin > 0.85 πŸ”—
  3. Average days of sales outstanding < 45 πŸ“Š
  4. Average days to close < 10 πŸ“Š
  5. Runway > 12 πŸ”—
  6. New hire location factor < 0.69 πŸ“Š
  7. ARR by annual cohort πŸ”—
  8. Capital Consumption < Plan πŸ”—

Product KPIs

  1. Direct signup ARR growth rate 🚧 Issue (Growth - Acquisition)
  2. Free to paid ARR growth rate πŸ”— (only SaaS) 🚧 Issue (Growth - Conversion)
  3. Net retention > 180% πŸ”— (Growth - Expansion)
  4. Gross retention > 90% πŸ”— (Growth - Retention)
  5. Paid Net Promoter Score (PNPS) > 40
  6. Average stages per user
  7. New hire location factor < 0.72 πŸ“Š
  8. Category maturity achievement > 70% achievement per quarter
  9. Refunds processed as % of orders πŸ”—
  10. MAU
  11. SMAU
  12. Active Hosts

Product Strategy KPIs

  1. Acquisition velocity > 10 per year
  2. Acquisition success > 70%
  3. Qualified acquisition targets > 1000 per year
  4. New hire location factor < 0.7 πŸ“Š

Engineering KPIs

  1. Engineering Hiring Actual vs Plan (target: 525 engineering members by Jan 31, 2019) πŸ”—
  2. Non-headcount budget vs plan (target: Unknown until FY21 planning process) πŸ”—
  3. Engineering Average Location Factor (target: .58 average location factor) πŸ”—
  4. Handbook Update Frequency (target: Unknown until we reach maturity level 2) πŸ”—

Development Department KPIs

  1. Development Hiring Actual vs Plan (target: 276 by February 1, 2020) πŸ”—
  2. Development Average Location Factor (target: 0.58) πŸ”—
  3. Throughput (target: 20% increase quarter of quarter) πŸ“Š
  4. MR Rate (target: 8 MRs per Development Engineer per Month) πŸ“Š
  5. Mean time to merge (MTTM) (target: On average under 14 days) πŸ“Š

Growth Section KPIs

  1. Acquisition and Conversion (IACV) πŸ”—
  2. Expansion and User Retention πŸ”—

Infrastructure Department KPIs

  1. Infrastructure Hiring Actual vs Plan (target: 39 by Dec 31, 2019) πŸ”—
  2. Infrastructure Average Location Factor (target: 0.58) πŸ“Š
  3. GitLab.com Availability (target: 99.95%) πŸ”—
  4. Infrastructure Hosting Cost per GitLab.com Monthly Active Users (target: 1.5) πŸ”—
  5. GitLab.com Performance πŸ”—
  6. Infrastructure Hosting Cost vs Plan πŸ”—

Quality Department KPIs

  1. Quality Hiring Actual vs Plan (target: 24 by November 1, 2019) πŸ”—
  2. Quality Average Location Factor (target: 0.58) πŸ”—
  3. Review App deployment success rate for GitLab (target: 99%) πŸ“Š
  4. Scheduled pipeline success rate for master branch in GitLab project (target: 95%) πŸ“Š
  5. Average merge request pipeline duration for GitLab (target: 30 minutes) πŸ“Š
  6. New issue first triage SLO (target: 5 days) πŸ”—
  7. P1/P2 open bugs past target SLO (target: 0 P1, 10 P2 for customer labelled bugs.) πŸ”—

Security Department KPIs

  1. Security Hiring Actual vs Plan πŸ”—
  2. Security Average Location Factor πŸ”—
  3. MTTM (Mean-Time-To-Mitigation) for S1-S2-S3 security vulnerabilities πŸ”—
  4. Blocked Abuse Activity πŸ”—
  5. HackerOne budget vs actual (with forecast of 'unknowns')

Support Department KPIs

  1. Support Hiring Actual vs Plan (target: 90% to plan per quarter) πŸ”—
  2. Support Average Location Factor (target: 0.6) πŸ”—
  3. Support Satisfaction (SSAT) (target: 95%) πŸ“Š
  4. Service Level Agreement (SLA) (target: 95% to Priority Support SLAs) πŸ“Š
  5. Customer Support Margin (target: Headcount and non-headcount expenses to be 10% of ARR) πŸ“Š
  6. ARR per support team member (target: Greater than $1.175M) πŸ”—
  7. Average daily tickets closed per Support team member (target: 65 tickets closed per support staff per month) πŸ“Š
  8. Manager to customer support rep ratio (target: The long term target for this metric is 10:1) πŸ“Š

UX Department KPIs

  1. UX Hiring Actual vs Plan πŸ”—
  2. UX Average Location Factor πŸ”—
  3. Perception of system usability (target: B+) πŸ“Š
  4. Ratio of proactive vs reactive UX work (target: 2 solution validation issues per Product Designer per quarter) πŸ“Š
  5. UI beautification (target: 0 open issues) πŸ“Š

GitLab Metrics

We share a spreadsheet with investors called "GitLab Metrics." The GitLab Metrics Sheet should be a subset of the KPIs listed on this page. Alternatively, the sheet may show variations or subsets of one of those KPIs, such as showing all licensed users and then licensed users by product.

Satisfaction

We do satisfaction scope on a scale of 1 to 5 how satisfied people are with the experience. We don’t use NPS since that cuts off certain scores and we want to preserve fidelity. We have the following abbreviation letter before SAT, please don’t use SAT without letter before to specify it:

Retention

Since we track retention in a lot of ways, we should never refer to just "Retention" without indicating what kind of retention. We track: