Product Org OKR's for Q1-FY22
OKR1: EVP, Product: Increase Stages per Organization (for SaaS Groups) from 1.53 to 1.56
- KR1 (VP, Product): Fix 14 of 14 underlying data quality issues impacting the accuracy of product and CS usage metrics, and deliver Wave 3 metrics to Salesforce and Gainsight => 71%
- KR2 (Director, Growth): Complete a product usage data analysis of the adoption patterns of SCM / Code Review / CI, along with at least 5 hypotheses for improvement => 100%
- KR3 (Director, Growth): Increase First 90 day Verify adoption by 3% and Trial to paid conversion rate by 23% through growth experiments & Initiatives(relative lift)=> 100%
Why is this important?
- Stages per Organization is highly correlated with increased conversion rates. Combined with the fact that we have a "single application for the entire DevOps lifecycle" product strategy and value proposition, it's essential that we increase the number of stages our actively used by our customers.
OKR2: EVP, Product: Investigate new pricing and business models
- FY22-Q1 KR: (Director, Enablement): Scope and define MVC for GitLab Private. Get business case and plan approved => 100%
- KR2: (Principal Pricing Manager): Complete 3rd party research project (Sprint 3) to inform longer-term pricing structure; Define EoA post-launch monitoring metrics, and recommend iterations on our approach if needed; ensure each product group identifies the highest priority paid feature to drive uptiering => 100%
- KR3: (VP, Product): Complete work involved in phase 3 of our consumption pricing project, keeping us on target for a May 2021 launch=> 50%
- KR4: (VP, Product): Define a framework for SaaS First. Prioritize and deliver 3 improvements. => 68%
Why is this important?
- How we package our products is a huge financial lever to help us increase revenue and decrease costs. Pricing is a very cross-functional effort and we need company level attention on it.
OKR3: EVP, Product: Fix 16 of 16 Fulfillment pain points to improve sales efficiency
- KR1: (VP, Product Management) Fix 16 of 16 Fulfillment pain points => 6/16 (37.5%)
- KR2: (VP, Product Management) Cloud Sync GTM plans are in a ready state, with the ability to enable Cloud Licensing for all new customers in 14.0 => 100%
- KR3: (VP, Product Management) Retain a support ticket per subscription ratio for Fulfillment related requests of 4.25% or less =>100%
Why is this important?
- Our sales team spends 10% more time than peer companies on manual tasks related to purchasing and license management. In order to decrease our Customer Acquisition Cost (CAC), it's critical that we create an excellent self-service customer experience to buy from GitLab and manage GitLab licenses.
Supporting/Shared KRs:
- KR1: (VP, Product Management) Joint OKR with UX to improve SUS => 70%
- KR2 (Group Manager, Verify): Increase First 90 day Verify adoption by 4% with Pipeline Builder and grow trial by 30% with Code Quality Experiment in alignment with OKR1-KR3. => 100%
Not doing list:
- We'd prefer to have OKR's around generating blog post visits to sit with PMM
- We'd prefer to have OKR's around propensity to buy sit with Sales/Sales Ops since that team's the current DRI for that work. The growth team has uncovered numerous signals that appear highly correlated with higher conversion, and we can work with the DRI to ensure those signals are captured.
- We won't have growth bandwidth to focus on PQL's in Q1, as the team is 100% focused on improving trial-to-paid conversion rate and we do not want to distract them from that important mission.
Edited by Justin Farris