Draft OKRs

To: Hannah Iyer, CPO From: Staff PM Re: Q-next OKRs: making team goals add up, and the process questions

The short version

As proposed, the four teams' OKRs do not add up to the company's. Only Payroll's goals clearly support the CEO's objective. Integrations is measuring output rather than outcome. Core HR is pointed at its own roadmap. Growth is pointed at new customers, which the company OKRs deliberately leave out.

I recommend one objective per team, each tied to one or more of the three company KRs, with outcome-based key results. On process, I recommend no to three objectives per team, no to bonuses tied to OKR scores in their current form, and a two-week cap on planning.

How the company numbers can be reached

The company KRs are linked. Net revenue retention (NRR) is roughly 100% minus churned revenue plus net expansion.

• Churn. Cutting gross churn from 14% to 10% is worth about 4 points of NRR.
• Expansion. The other ~3 points have to come from expansion. Because Payroll is a paid add-on, attach (18% → 25%) is the main lever we control.
• What finance should check. Whether 7 points of attach yields ~3 points of NRR depends on Payroll's price relative to core seats. That is worth checking before we commit to the 108% target.

Where churn comes from:

• Exit reasons (212 surveys, about 364 churned customers a year): payroll errors or complexity 38%, price 24%, missing integrations 19%, moved to an all-in-one competitor 11%.
• Payroll users churn at 8%, versus 16% for customers without Payroll.
• Customers with three or more integrations churn at 6%.

Two caveats shape the recommendations:

1. Attach alone barely moves churn. Moving attach from 18% to 25% at today's segment churn rates lowers blended churn by only about half a point (from roughly 14.6% to 14% on these figures). And that assumes the relationship is causal; engaged customers may simply buy Payroll and stay. Most of the 4-point churn reduction has to come from fixing payroll errors and from integrations.
2. Payroll errors are the biggest single churn reason. They must be fixed before we push attach hard. Selling more Payroll while it still drives 38% of exits could raise churn rather than reduce it.

Team by team

Payroll: keep, with small changes - Objective: keep "Make payroll effortless". - Keep: cut payroll-error tickets by 40%, as a leading indicator. - Add: gross churn among Payroll customers from 8% to 6%. This is the outcome that matters, and tickets can fall without customers noticing. - Change ownership of attach: the 18% → 25% attach KR should be jointly owned with Growth. Payroll can make the product sellable; it does not run the cross-sell motion. - Sequencing: error fixes ship in the first half of the quarter, and the attach push ramps after.

Integrations: change the key result - Objective: change to "Make Quarry the hub customers can't unplug." - Replace "ship 12 integrations" with: share of customers with three or more integrations connected, from [baseline] to [baseline + 10 pts]. The baseline should be confirmed in week one. - Add: activation rate of new integrations within 60 days of launch. - How to choose integrations: prioritise by the systems named in exit surveys and churn-risk accounts, not by count. Four integrations customers actually connect beat twelve they don't. - Test the causal claim: run a controlled push to drive integration adoption in one cohort. The 6% churn figure may reflect selection rather than effect.

Core HR: refocus - Problem: org-chart redesign and custom fields v2 are deliverables, not results. "Build the best HR platform" has no line of sight to retention. CSAT is not a company KR. - Objective: change to "Give customers without Payroll a reason to stay." This is the 16%-churn segment, which is most of the base. - New KR 1: gross churn among non-Payroll customers from 16% to 13%. - New KR 2: a usage-based health score for at-risk accounts, with a target set once the baseline is known. - Existing projects: keep org chart and custom fields only if the team can show they address retention. For example, custom fields v2 could matter if integrations need them for data mapping. - Capacity: if the team can't show that link, I'd lend some of its engineering capacity to Payroll's error work for the quarter.

Growth: redirect - Problem: new logos and trial conversion don't count toward NRR, churn or attach. New customers are excluded from NRR by definition. - Objective: change to "Expand within our existing customers." - New KR 1: Payroll attach 18% → 25%, shared with Payroll, through in-product trials and cross-sell for existing customers. - New KR 2: conversion from Payroll trial to paid among existing customers, from [baseline] to [target]. - Your call before we tell Growth: if the CEO still wants new-logo growth, that is a fourth company KR and should be added explicitly. Otherwise Growth is working off-strategy.

A gap no product team owns

Price drives 24% of exits, and no team can own that through product work alone. Price is also often a polite stand-in for "not worth it", which the work above partly addresses. Packaging and pricing need an owner from commercial or finance. I suggest you raise this with the CEO and CFO rather than assign it to a product team.

Revised OKRs at a glance

Process recommendations

1. Three objectives per team: recommend against. - The company itself has one objective. Twelve team objectives would spread effort thin and reproduce the problem this memo fixes: goals that cover everything and add up to nothing. - Proposal for the CEO: one objective per team, two or three KRs each, all tied to company KRs. - Meeting his real concern: "everything covered" belongs in a health-metrics dashboard (uptime, support SLAs, CSAT) that each team maintains. That separates running the business from changing it, and gives him the coverage he wants without diluting focus.

2. OKR scores setting PM bonuses: recommend against as proposed. - Last year's average score of 0.95 already suggests goals were set to be hit, not stretched. A healthy stretch average is roughly 0.6–0.7. - Paying on scores will push every team to sandbag, just as the company sets genuinely hard targets like churn from 14% to 10%. It also discourages the honest scoring we need to learn what works. - Alternatives for the CFO: - Tie a portion of PM bonuses to company KR results, shared across teams, which encourages collaboration on the shared attach and churn goals. - Base the individual portion on manager assessment of the quality of the bets and the execution, with OKR scores as one input rather than a formula. - If the CFO insists on a formula: at minimum, calibrate targets centrally so teams can't set their own bar.

3. Planning took 5 of 13 weeks: cap it at two, finished before the quarter starts. - Week −3: company OKRs final. This quarter's are already set. - Week −2: teams draft one objective and two or three KRs against them. This memo can be the template. - Week −1: one joint review with you to resolve shared ownership and gaps. Then lock. - During the quarter: baselines marked [TBD] get filled in during week one. They should not reopen the plan.

Decisions I need from you

1. Agree the revised team OKRs above, especially redirecting Growth.
2. Decide whether new-logo growth is in or out. If in, it goes to the CEO as an explicit company KR.
3. Raise pricing ownership, and the process recommendations, with the CEO and CFO.

To: Hannah Iyer, CPO From: Staff PM Subject: Align next quarter’s product goals to retention and expansion

Recommendation

Give each team one focused objective, supported by two or three measurable results. Replace acquisition and shipping commitments with customer outcomes that support 108% NRR, 10% annual gross churn, and 25% Payroll attach.

The strongest signals favor fixing Payroll and improving useful integration adoption. Payroll errors or complexity account for 38% of surveyed departures; missing integrations account for another 19%. Price, at 24%, also warrants attention to perceived value and commercial policy.

Payroll customers and customers with three or more integrations churn less, but these are correlations—not proof that attaching either product causes retention. We should improve adoption and reliability while testing their effect on retention, not force adoption to hit a number.

Revised team OKRs

Core HR: Help existing customers realize enough value to stay

Keep: CSAT improvement as a supporting indicator. Change: “Build the best HR platform” is too broad. Remove the org-chart redesign and custom fields v2 from the KRs; retain them as candidate initiatives only if evidence connects them to renewal risk or meaningful customer value.

Revised KRs: 1. Reduce annual gross churn from 14% to 10%, as a shared company result. Core HR is the coordinating product owner, not the sole contributor. 2. Raise CSAT from 4.2 to 4.5, using the same question, sampling approach, and customer population. 3. Improve retention at renewal by 10 percentage points in a pre-defined price/value-risk cohort, versus its baseline. Lock cohort criteria before intervention, include every eligible account, and establish the baseline in week one.

The third target is a proposed stretch target, not a forecast. Core should work with Customer Success and Finance on value realization and price objections. Product improvements alone may not address price sensitivity; unrestricted discounting would also undermine NRR.

Payroll: Make Payroll reliable and easy enough to adopt and keep

Keep: The objective’s intent and the focus on errors. Change: Make the error measure volume-adjusted, add a direct measure of complexity, and move accountability for attach to Growth. Payroll remains responsible for readiness and activation quality.

Revised KRs: 1. Reduce payroll-error tickets per 100 payroll runs by 40% against the previous-quarter baseline, with consistent ticket classification. 2. Reduce median customer time to complete a payroll run by 20%, comparing similar payroll complexity; establish the baseline in week one.

Track error severity and support-contact behavior alongside ticket volume. Fewer tickets are not success if errors persist or customers stop reporting them. Growth should not scale attach ahead of Payroll’s ability to deliver a dependable experience.

Integrations: Make the connections customers need dependable and useful

Keep: Investment in integrations. Change: Replace “connect everything” and “ship 12 integrations.” Twelve low-demand releases could satisfy the proposal without retaining anyone. Prioritize missing connections linked to renewal risk and demand among existing customers.

Revised KRs: 1. Increase by 20% the share of active customers using at least three healthy integrations, relative to a week-one baseline. “Using” must require successful recurring data exchange, not merely installation. 2. Reduce failed scheduled syncs per 1,000 sync attempts by 30%, versus the previous quarter.

Treat both numerical targets as planning proposals to validate against the baseline and capacity. Report retention for newly adopting customers against a comparable cohort. The observed 6% churn rate among customers with three or more integrations is a useful signal, not a guaranteed outcome for new adopters.

Growth: Expand revenue from existing customers through successful Payroll adoption

Keep: Experimentation and conversion discipline. Change: Replace “win more customers,” new-logo growth, and trial conversion. They support acquisition, not this quarter’s stated company objective. Necessary acquisition work can continue as business-as-usual; it should not dominate these OKRs.

Revised KRs: 1. Increase Payroll attach from 18% to 25%, measured on the same active-customer denominator as the company metric. 2. Increase NRR from 101% to 108%, as a shared company result, with Growth accountable for coordinating the expansion plan.

Growth owns targeting, commercial conversion, and the adoption funnel; Payroll owns product readiness. Track successful first payroll and subsequent usage so paid-but-unused attachments do not masquerade as progress. Evaluate incentives against margin, cancellations, and net retained revenue.

Make the goals add up financially

In week one, Finance and Analytics should produce a single retained-revenue bridge: opening recurring revenue, churn, contraction, expansion, and closing retained revenue. Size Payroll expansion and other expansion opportunities against the gap to 108% NRR.

We cannot infer that moving churn down four points and attach up seven points automatically achieves NRR. We lack account revenue, Payroll pricing, contraction, and the precise churn definition. Do not treat customer churn and revenue churn as interchangeable.

Preserve the company metrics’ existing definitions and reporting windows. Annual churn and NRR will respond slowly; review renewal outcomes, payroll quality, and adoption weekly without substituting those leading indicators for the company targets. Shared KRs should appear once on the executive scorecard, with named coordinating owners—not be counted repeatedly as independent contributions.

Process decisions

Reject three objectives per team. Coverage belongs in roadmaps and operating plans. A mandatory count encourages teams to invent goals and dilute attention. One objective per team is sufficient here.

Do not tie next-quarter PM bonuses mechanically to OKR scores. Teams share outcomes, annual metrics lag, and direct compensation linkage encourages sandbagging and metric manipulation. Use OKRs as evidence in a broader performance review covering impact, judgment, collaboration, and learning. Keep incentive decisions separate from stretch-goal scoring.

Investigate last year’s 0.95 average. It may indicate conservative targets, output-heavy KRs, or generous scoring—not exceptional performance. Calibrate committed versus stretch goals and review supporting evidence rather than imposing an arbitrary desired average score.

Time-box planning to two weeks. Five weeks consumed 38% of the quarter. Use week one for baselines, the revenue bridge, dependencies, and target feasibility; week two for trade-offs and Hannah’s approval. Review progress monthly and adjust initiatives as evidence changes, without quietly rewriting targets or definitions.