CEO: Grow Incremental ACV according to plan. IACV at 120% of plan, pipeline for Q4 at 3x IACV minus in quarter orders, LTV/CAC per campaign and type of customer.
Self-managed: 95% on CSAT, 95% on Premium SLAs
Services: 95% on CSAT, 95% on Gold SLAs
Growth Marketing: Achieve 3x IACV in Q4 pipeline minus in quarter orders
Content: Execute Cloud campaign to support demand generation. Produce 3 cloud native focused webinars with a total of 1000 registrations, publish 1 cloud native-focused case study.
Content: Execute Security campaign to support demand generation. Produce 3 security focused webinars with a total of 1000 registrations, publish 1 security-focused case study.
Content: Increase organic search traffic to accelerate awareness of GitLab brand and product capabilities. Publish 10 feature tutorial posts, publish /devops-culture, publish /devops-tools.
Field Marketing: Improve account based marketing for large & strategic accounts. Pull in 1 large or strategic deal into Q3, increase opportunity size of 2 large or strategic deals, 5 intros to new departments at large or strategic accounts.
Field Marketing: Increase operational maturity in field marketing tracking and execution. All event lead uploads within 48 hours, all contacts accurate statuses and notes, accurate campaign data for all field marketing campaigns tracked in salesforce.com.
Field Marketing: Achieve 100% of field marketing portion of SCLAU plan.
Online Growth: Expand online growth tactics. Increase overall traffic to existing pages by 10% compared to last quarter, increase sign-ups from SEO/PPC/Paid Social by 20% compared to last quarter .
Online Growth: Build ad campaigns aligned to cloud and security themes. Double traffic to /cloud-native, 500 MQLs from online advertising.
Online Growth: Improve about.gitlab.com conversion rate optimization. Increase live chat leads 20%, increase contact requests by 20%, increase trial sign-ups by 20%.
Marketing Program Management: Launch new email nurture series educating trial requesters on .com Gold plan. Keep unsubscribe rate below 1%, 30% of nurture audience at "engaged" progression status or higher.
Marketing Program Management: Increase awareness and ongoing education on Gitlab <> Google Partnership. Increase GKE trials referred by Gitlab/week by 3X.
Marketing Program Management: Improve reporting for marketing programs. Automate and schedule reporting for email & webcast performance, ensure all email and webcast programs are tracked completely in salesforce.com campaigns.
Marketing Operations: Streamline lead management processes. Refreshed lead & contact layouts with all unnecessary fields removed from view, trim down to a single lead queue view for SCA team.
Marketing Operations: Deploy multi-touch attribution model in Bizible.
Marketing Operations: Ensure all online marketing is tracked as campaigns in salesforce.com. Complete tracking of all required campaign fields for all online marketing.
SMB Customer Advocacy: Achieve 200% of SMB IACV plan.
SMB Customer Advocacy: Improve SMB account management. Increase SMB gross retention to 90%, increase net retention to 150%, reduce number of manual license key replacements by 30%.
Increase the number of contributions (not contributors) from the wider community. For the 11.3 release, the target MR is 120 & for the 11.4 release the target MR is 150.
Hired full-time GitLab contributor(s) at customers. One hire made at the customer and a blog post about their initiatives published.
Implement at least 10 improvement ideas to streamline the contribution process for the wider community: e.g. [Improve on-boarding experience] (https://gitlab.com/gitlab-org/gitlab-ce/issues/47282)
Dir, Customer Success:
Each SA/TAM team successfully proposes & creates at least one SOW to increase service pipeline. As a result, services bookings increase by 100%.
Develop an approach to support growth in strategic accounts. Successfully execute program against one Strategic account per region.
Leverage Customer Succes team growth to increase opportunities at the highest potential Strategic growth accounts. Achieve 300% of the Q3 growth iACV plan.
CEO: Popular next generation product. Complete DevOps GA, GitLab.com ready for mission critical applications, graph of DevOps score vs. cycle time.
VPE: Make GitLab.com ready for mission-critical customer workloads (99.95% availability)
Incorporate personas into our design process for 100% of our product features.
Identify 5 pain points for users who have left GitLab.com. Work with Product Managers to identify solutions.
Identify and push top 10 sources/attributes to S3 instance and ensure at least 90 day retention and tooling for security investigations.
Triage 50 backlogged security labeled issues and add appropriate severity and priority labels.
CMO: Increase brand awareness and preference for GitLab.
Corporate marketing: Help our customers evangelize GitLab. 3 customer or user talk submissions accepted for DevOps related events.
Corporate marketing: Drive brand consistency across all events. Company-level messaging and positioning incorporated into pre-event training, company-level messaging and positioning reflected in all event collateral and signage.
Corporate marketing: Increase share of voice. 20% lift in web and twitter traffic during event activity.
Product marketing: Increase inbound leads - Create 20 new web pages to educate market and prospects about GitLab capabilities and solutions
Product marketing: Deliver 18 enablement sessions to sales and channel teams to increase SCLAU by count of 15
Product marketing: Launch Customer Advisory Board with 15 key strategic GitLab account customers to create 15 customer champions (references) to help close SCLAU opportunities
Alliances: Get listed and offered as partner of choice on large cloud providers. 3 public clouds.
Alliances: Develop an opportunity for migration with a large OSS community. Sign letter of intent.
Alliances: Secure keynotes at a big cloud conferences for brand building and sales momentum. 2 keynotes.
Hire two directors
DevOps score vs. cycle time first two iterations shipped. Prove relationship between DevOps score and releases per year
Hire a growth team
Make 10 key feature docs more enticing, replacing need for their about.gitlab feature pages
CEO: Great team. ELO score per interviewer, Employer branding person, Real-time dashboard for all Key Results.
VPE: 10 iterations to engineering function handbook: X/10 (X%)
Infrastructure: 10 iterations to infrastructure department handbook: X/10 (X%)
Production: 10 iterations to production team handbook: X/10 (X%)
Ops Backend: 10 iterations to ops backend department handbook: X/10 (X%)
Ops Backend: Define and launch a dashboard with 2 engineering metrics for backend teams
Quality: 10 iterations to quality department handbook: X/10 (X%)
Security: 10 iterations to security department handbook: X/10 (X%)
Support: 20 iterations to support department handbook: X/20 (X%)
Self-managed: 10 iterations to self-managed team handbook focused on process efficiency: X/10 (X%)
Services: 10 iterations to services team handbook focused on process efficiency: X/10 (X%)
Support: Implement dashboard for key support metrics (SLA, CSAT)
Frontend: Source 100 candidates by Aug 15 and hire 2 manager and 3 engineers: X sourced (X%), hired X (X%)
Frontend Discussion: Source 25 candidates by July 15 and hire 1 engineer: X sourced (X%), hired X (X%)
Frontend MD&P: Source 50 candidates by Aug 15 and hire 2 engineers: X sourced (X%), hired X (X%)
Dev Backend: Create and apply informative template for team handbook pages across department
Dev Backend: Create well-defined hiring process for ICs and managers documented in handbook, ATS, and GitLab projects
Dev Backend: Source 20 candidates by July 15 and hire 1 Gitaly manager: X sourced (0%), hired X (0%)
Plan: Source 25 candidates by July 15 and hire 1 developer: 50 sourced (100%), hired X (X%)
Distribution: Source 30 candidates by Aug 15 and hire 1 packaging developer and 1 distribution developer: 15 sourced (100%), hired X (X%)
Manage: Source 35 candidates by Aug 15 and hire 2: 35 sourced (100%), hired X (X%)
Create: Source 25 candidates by July 15 and hire 1: 25 sourced (100%), hired X (X%)
Infrastructure: Source 20 candidates by July 15 and hire 1 SRE manager: X sourced (X%), hired X (X%)
Database: Source 50 candidates by July 15 and hire 2 DBEs: X sourced (X%), hired X (X%)
Production: Source 75 candidates by July 15 and hire 3 SREs: X sourced (X%), hired X (X%)
Ops Backend: Source 30 candidates by July 15 and hire monitoring and release managers: X sourced (X%), hired X (X%)
CI/CD: Source 60 candidates by July 15 and hire 2 developers: X sourced (X%), hired X (X%)
Configuration: Source 90 candidates by Aug 15 and hire 3 developers: 0 sourced (0%), hired 0 (0%)
Monitoring: Source 90 candidates by Aug 15 and hire 3 developers: X sourced (X%), hired X (X%)
Secure: Source 75 candidates by Aug 15 and hire 3 developer: 0 sourced (0%), hired 0 (0%)
Serverless: Source 20 candidates by Aug 15 and hire 1 developer: 0 sourced (0%), hired 0 (0%)
Quality: Source 150 candidates by Aug 15 and hire 3 test automation engineers: X sourced (X%), hired X (X%)
Security: Source 150 candidates by Aug 15 and hire 5 security team members: X sourced (X%), hired X (X%)
Support: Source 50 candidates by July 15 and hire an APAC manager: X sourced (X%), hired X (X%)
Self-managed: Source 350 candidates by July 30 and hire 7 support engineers: X sourced (X%), hired X (X%)
Services: Source 200 candidates by July 30 and hire 4 agents: X sourced (X%), hired X (X%)
UX: Source 50 candidates by Aug 15 and hire 2 ux designers: X sourced (X%), hired X (X%)
CFO: Improve payroll and payments to team members
Controller: Analysis and proposal on trinet conversion including cost/benefit analysis of making the move (support from peopleops)
Controller: Transition expense reporting approval process to payroll and payments lead.
Controller: Full documentation of payroll process (sox compliant)
CFO: Improve financial performance
Fin Ops: Marketing pipeline driven revenue model (need assistance from marketing team)
Fin Ops: Recruiting / Hiring Model: redesign gitlab model so that at least 80% of our hiring can be driven by revenue.
Fin Ops: Customer support SLA metric on dashboard
CFO: Build a scalable team
Legal: Contract management system for non-sales related contracts.
Legal: Implement a vendor management process
Data and Analytics: Real Time Dashboard for Company critical data. Product Event and User Data Dashboards implemented (signed off by Product Management), Customer Success Dashboard implemented (signed off by Dir. of Customer Success), Marketing Dashboard implemented (signed off by marketing team).
Data and Analytics: Increase adoption and usage of the data warehouse and dashboards. Self serve process for generating new events and dashboards documented, Data tests in place for all current and new data pipelines.
Data and Analytics: Improve security of corporate data. Every ELT pipeline validates permissions.