Calendar Year 2017 Q3 OKRs

View GitLabs Objective-Key Results for quarter 3 2017. Learn more here!

Summary

With a great team make a popular next generation product that grows revenue.

Objective 1: Grow incremental ACV according to plan

  • CEO: Build sales qualified leads (SQL) pipeline for new business. 300% of incremental annual contract value (IACV) plan
    • CMO: Identify CE installations within strategic organizations with installations with over 500 users and launch demand generation campaigns. => Achieved. 50 SQOs generated.
    • CMO: More demand coming from inbound marketing activities. 50% of sales pipeline quota. => Achieved on SQL $, miss on #
      • CMO: Increase EE Trials. 21% Quarter over Quarter (QoQ) => Miss
      • CMO: Increase EE Trial SQL $ pipeline contribution 43% QoQ => Achieved over 2x goal
    • CFO: Forecast accuracy and delivery of relevant information
      • Controller: Zuora to Salesforce reconciliation complete and tested. DONE
      • CFO: Forecasting model projects forecast +/- 10% normalized for big deals. DONE
      • Controller: Zuora to Salesforce to Zendesk data synch completed. DONE
    • CFO: Deliver 10 SQLs > $10k during quarter through investor outreach 50% ACHIEVED
    • VP Prod: Salesforce shows usage. Version check, usage ping, and ConvDev index are available in SFDC. => All shipped
    • VP Prod: Import documentation for all major platforms. Five new import docs shipped. => 5/5 shipped. 10 in total now.
    • CRO: 100% of quota-carrying reps at 3x pipeline of quarterly IACV goal MISSED
      • Alliances: generates 10% of sales pipeline
      • Federal: generates 10% of sales pipeline
      • AE/Customer Success: generate 15% of sales pipeline quota
      • SDR lead: Generate 25% of sales pipeline quota => 36% of SCLAU was SDR sourced in Q3. Up from 12% in Q2.
        • SDR lead: Get an SQL from Fortune 1000 companies identified using CE. 50% of identified companies using CE. => 50 SQOs generated.
        • SDR lead: Double Win Rate. 10% => 5% of Q3 SDR sourced SCLAU have been won so far. Given sales cycle expect increase over time in the Q3 opportunities.
    • CRO: Increase new business sales velocity. Grow 200% YoY (Q3 2016 to Q3 2017) in new business deals closed won. ACHIEVED
    • CRO: Decrease age of non-web direct deals by 10% ACHIEVED
    • CRO: Keep sales efficient. Sales efficiency ratio > 1.8 (IACV / sales spend) ACHIEVED
    • CMO: Keep marketing efficient. Marketing efficiency ratio > 3.4 (IACV / marketing spend) => 3.43
  • CEO: Understand and improve existing account growth. 200% YoY
    • VP Eng: Geo DR successful deployments. Test fail-over with GitLab.com => 20% done. Some customers running Geo in alpha now. Failover targeted for Q1 2018.
      • Platform: Get Geo reliable with a testing framework. => 10% done, moved to Q4 with GitLab QA
      • Distribution: Deliver PostgreSQL High Availability (HA) in omnibus and Terraform to enable HA
    • VP Prod: Make it easier to discover and use EE features. Ship EE by default. Trials increase 100%. => Shipped. Trials % TODO
      • Technical Writing: CE docs link to EE wherever relevant. Increased visits to EE docs. => Done. Defaults to EE docs now (i.e. over 100% increase)
    • VP Prod: Ship paid subscriptions for GitLab.com. All EE features are behind subscription. Ability to buy higher storage limits. => Done. Storage limits deprioritized.
    • Head Prod: Improved support for Java development lifecycle. 2 projects done.
    • CFO: Make our sales process data driven
      • CFO: Lead hired DONE
      • Data and Analytics Architect: Data and Analytics vision and plan signed off by executive team NOT STARTED
      • Data and Analytics Architect: Create a user journey funnel NOT STARTED
    • CMO: Educational Email campaign series to educate users on full solution capabilities and how to get started. TODO # of campaign conversions => Issue board anniversary awareness campaign on blog and social. Initiated CI webcast series.
    • Customer Success: License utilization for large and strategic accounts at a 90% average
    • Customer Success: Double spend for scheduled renewals valued at $20,000+
    • Customer Success: Double spend within large/strategic account segmentation
    • Customer Success: Identity the trigger(s) to purchase for large/strategic accounts.
    • Support: Provide faster, more knowledgable support. Reduce Average Time to Solve by 5%. -> Not Hit. SLAs were breached which became the new focus.
  • CEO: Increase average sales price (ASP) (IACV per won) by 25% QoQ
    • CRO: Triple sales assisted average new business deal YoY ACHIEVED
    • CRO: 50% of IACV from EEP ACHIEVED
    • CMO: More sales assets. 3 new for each stage (TOFU, MOFU, BOFU) of the sales process => Miss. PMM hire/onboard.
    • PMM: Sales Demo easy to give. At least one Account Executive can do it in 10 minutes.=> Not completed
    • CRO: Sales Pitch Deck and Messaging trained. 75% of customer facing team passes test. ACHIEVED
    • VP Prod: Conversational Development Index in product and SFDC. => Done
    • VP Prod: Improve JIRA support. Better than Bitbucket. Support transitions, references and development panel. => Done: dev panel, references. Not possible yet: transitions.
      • Technical writing: Create a page on our JIRA integration and how to move to Issues. 100% increased usage of JIRA integration. => Done. % TODO
  • CEO: GitLab.com ready for mission-critical tasks. 99% of user requests have first byte < 1s
    • VP Scaling: Highly Available. 99.9%
      • Production: Scalable and HA setup for cache and background jobs storage. Persistence of cache (Redis) and background job storage (Sidekiq) split and HA is set up for persistent storage. => Done.
      • Production: Robust backups with automatic periodic restores. Counter on dashboards.gitlab.com shows days since last automatic restore of database and file system. => Backups are tested but restores are not automatic, and counter is missing.
      • Production: Multi-canary deployments enabled. PoC of two canaries via kubernetes with Distribution team’s Helm charts. => One canary available, not via kubernetes.
      • Production: Enable GitLab.com search using ElasticSearch. Provide a cluster that is 99% available for > 2 months in Q3. => Infrastructure available but application requires further work.
      • Database: Run pgbouncer from Omnibus. Shipped. => Done
      • Database: Use Omnibus provided software for HA / failover instead of using a GitLab.com specific setup. Shipped and In Use. => Not yet in use.
    • VP Eng: Enable High Availability
      • Platform: Enable graceful degradation when file servers are down. => Circuitbreakers built but not yet fully deployed.
      • Platform: Support multiple Redis clusters for persistent and cache stores. => Done.
      • Platform: Use Geo DR to move between clouds and Area Zones => 10% done, begin testing with Geo testbed, pushing to Q4.
      • Support: Improve GitLab provided debugging tools. We’ll log all times we need terminal access and create an issue for each to improve GitLab tools. => 50% done, see https://gitlab.com/gitlab-com/support/issues/754
      • Prometheus: Reach parity with Prometheus metrics for Unicorn, Sidekiq, and gitlab-shell. Deprecate InfluxDB. => 30% done with Prometheus metrics for Unicorn. Sidekiq and gitlab-shell remain for Q4.
      • Edge: Make GitLab QA test backup/restore, LDAP, Container Registry, and Mattermost => 25% done with Mattermost. Backup/restore + LDAP targeted for Q4.
      • CI/CD: Decrease monthly per minute cost of shared runners. Cost down by 30%. => 25% done, Google Compute Engine support implemented but not deployed.
      • CI/CD: Improve responsiveness for pipelines without any existing builds. 99% start within 1s.
    • VP Scaling: Lower latency. 99% of user requests have first byte < 1s
      • Gitaly: Gitaly service active on file-servers. => Done.
      • Gitaly: Roll out Gitaly migrations. 24 additional endpoints migrated to Gitaly and in acceptance testing. => Done.
      • Gitaly: Reduce “idea to production” time of migrations. 80% of all migrations started in Q3 are enabled on GitLab.com within two GitLab releases. => Done by changing process.
      • Database: Reduce the p99 of SQL timings across the board to 200 ms (100-200 ms less than what we have now). => Significant progress, but not all p99 < 200 ms. See gitlab-ce#34535 for more context.
      • Production: Provide reliable internal & external baseline monitoring of overall service health. Implement baseline end to end monitoring for GitLab.com (api/web/git(ssh/https)) and define SLO’s based on this baseline. => Baseline not defined.
      • Production: Solve performance issues. Implement CDN for GitLab.com. => CDN was implemented but had to be rolled back.
    • VP Eng: Lower latency in application
    • VP Eng: Eliminate critical stability issues
    • VP Scaling: Secure platform
      • Security: Improve defenses. Implement top 10 actions from Risk Assessment. => Implemented top 12.
      • Security: Vulnerability testing. Conduct external testing. => Done.
      • Security: Improve security practices through people and processes. Backlog of security issues reduced by 50% (currently 148 issues in gitlab-ce, 9 in gitlab-ee, 69 on infrastructure). => Not done, backlog is larger.
  • CEO: Increased usage of idea to production. 100% growth
  • CEO: Next generation product. Move vision forward every release.

Objective 3: Great team

  • CEO: Effective leadership. NPS of leaders as rated by their reports 10% improvement. Update: This will be pushed back until 360 reviews are established in 2018.
    • VP PO: Management completed basic management (MGR) classes. 75% completed
    • VP PO: 5 GitLab specific courses for the management team. Published and delivered.
    • CFO: Real-time analytics platform. 40% of metrics live 50% ACHIEVED - 20% OF METRICS
  • CEO: Attract great people. New hire score 2% improvement
    • VP PO: More sourced recruiting. 20% of total hires
    • VP PO: Hires from lower cost locations. 20% increase
    • VP PO: Interviewer rating (ELO). Implemented
    • VP PO: Quicker hiring cycle (plan interviews upfront). Hiring time -25%
    • VP PO: Improve our global compensation framework. Structured on better data.
  • CEO: Retain great people. eNPS 0% change
    • Customer Success: Hiring talent to plan and ramping up SA’s so that on day 31 they are certified and ready to be assigned to accounts.
    • VP PO: Improve diversity. Two initiatives deployed.
    • VP PO: Train all Senior level and above team members on how to interview.
    • VP PO: Develop and document benefits plans (current and considering) for each entity.
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