Draft OKRs

To: Hannah Iyer, CPO From: Staff PM Subject: Next-quarter OKRs: one retention-and-expansion plan, not four roadmaps

Recommendation

Give each team one focused objective, with two or three measurable results. Redirect Growth toward existing customers, replace shipping commitments with customer outcomes, and retain Payroll’s strong alignment.

The evidence favors Payroll reliability and adoption, followed by integrations. Payroll problems account for 38% of surveyed exits; missing integrations account for 19%. Price, at 24%, also needs an explicit response—not necessarily a price cut.

These are priorities, not causal proof. Exit surveys may not represent all churned customers, and customers using Payroll or several integrations may differ systematically from others. We should test whether interventions improve retention rather than assume adoption alone causes it.

Proposed team OKRs

The additional targets below are proposed planning targets, not forecasts. Validate feasibility and missing baselines during the first planning week; do not spend the quarter negotiating them.

Core HR: Make the core product worth staying for

Keep: Improving customer satisfaction, but as supporting evidence rather than the primary definition of success.

Change: “Build the best HR platform” is too broad. Shipping the org-chart redesign and custom fields v2 does not demonstrate retention impact. Keep either initiative only if customer evidence connects it to material retention risk; otherwise defer it.

Revised key results 1. Reduce annual gross customer churn among non-Payroll customers from 16% to 11%. 2. Increase CSAT from 4.2 to 4.5, using the same survey method and a comparable customer population.

Core HR is the DRI for non-Payroll retention, working with Customer Success, Growth, and Integrations—not its sole contributor. Prioritize recurring problems among at-risk customers over broad redesigns. Use CSAT diagnostically: a satisfaction increase without better retention is not sufficient success.

Payroll: Make Payroll reliable enough to adopt and keep

Keep: The objective and both proposed results. This is the clearest connection to the company strategy.

Change: Normalize support tickets for usage, and explicitly measure retention among Payroll customers. Otherwise adoption growth can obscure whether reliability improved.

Revised key results 1. Reduce payroll-error tickets per 1,000 payroll runs by 40%, without reducing support accessibility or increasing severe payroll incidents. 2. Increase paid Payroll attach from 18% to 25%. 3. Reduce annual gross customer churn among Payroll customers from 8% to 7%.

Payroll owns the attach outcome and activation experience; Growth owns the commercial contribution. Treat attach as one shared metric, not two independently credited wins. Reliability must improve alongside adoption: expanding a troublesome product could increase churn.

Integrations: Connect the workflows that make customers stay

Keep: Investment in integrations.

Change: Replace “connect everything” and “ship 12 integrations.” Twelve low-demand connectors could produce no retention benefit. Select work using demand from existing customers, churn evidence, and activation friction; improving an existing connector may beat launching another.

Revised key results 1. Increase the share of the opening customer cohort with three or more actively used integrations by 10 percentage points. 2. Reduce integration-attributed churn events per 100 opening customers by 30%, versus a comparable prior-period baseline, with consistent reason coding.

Both are provisional targets requiring baseline validation in planning week one. Define active use as successful, recurring data exchange—not merely connecting an account. Track connector launches and reliability operationally, not as substitutes for these outcomes.

Growth: Expand retained customers, not just acquire new ones

Keep: Funnel measurement and experimentation capabilities.

Change: Remove new logos +20% and trial conversion 9%→12% from this quarter’s strategic OKRs. They may remain operating metrics, but they do not directly deliver the CEO’s existing-customer strategy.

Revised key results 1. Increase NRR from 101% to 108%, with Growth accountable for the commercial expansion plan and Hannah accountable for the cross-functional outcome. 2. Reduce price-attributed churn events per 100 opening customers by 25%, versus a comparable prior-period baseline.

Growth should focus on eligible existing customers’ Payroll discovery, purchase, and activation, alongside evidence-led pricing, packaging, and value communication. Do not meet the churn target through indiscriminate discounts: measure retained revenue after concessions and monitor contraction and margin. Payroll funnel conversion is a leading indicator; its baseline is not the new-customer trial conversion figure.

Make the results reconcile

The proposed segment targets provide a useful planning check: at 25% Payroll attach, 25% × 7% + 75% × 11% = 10% gross customer churn. This is a directional bridge, not a forecast: adoption timing, customer mix, and cohort definitions matter. The current segment figures imply 14.6%, rather than the reported 14%, so reconcile definitions before locking targets.

At an unchanged 2,600-customer denominator, 25% attach means 650 Payroll customers versus 468 today—182 net additions. The actual requirement changes with acquisition, churn, and add-on cancellations.

NRR needs a separate revenue bridge. Do not assume four points less customer churn yields four points more revenue retention. Finance and Growth should reconcile:

Opening recurring revenue − churned revenue − contraction + expansion = ending retained-customer revenue.

By planning close, show how expected Payroll expansion and revenue saved cover the seven-point NRR improvement, including employee-count changes and discounts. If they do not, the plan needs another expansion lever or a different resource allocation.

Use consistent annual churn and NRR definitions. A quarter cannot establish a full year’s causal retention effect; track the agreed company measure alongside quarterly cohort churn and leading indicators, without silently switching to an annualized quarterly rate.

Process decisions

Reject three objectives per team. Coverage belongs in roadmaps and operating dashboards. OKRs identify the few changes that matter most. One objective per team is sufficient here; maintain service, security, and reliability obligations as explicit guardrails.

Do not tie next quarter’s PM bonuses mechanically to OKR scores. That encourages conservative targets, denominator manipulation, and disputes over shared outcomes. Assess performance using results, decision quality, collaboration, and responsible execution. Distinguish committed from aspirational results before the quarter starts.

Last year’s 0.95 average warrants an audit, not praise or an automatic demand for lower scores. It could reflect excellent execution, easy targets, output-heavy goals, or inconsistent scoring. Review the underlying goals and evidence; do not impose an arbitrary score distribution.

Time-box planning to five working days. Five weeks consumed 38% of the quarter. Hannah should set priorities and trade-offs on day one; teams and Finance resolve baselines, dependencies, capacity, and the revenue bridge by day five. Use brief weekly metric checks and monthly cross-team reviews thereafter. Change goals only for explicit strategic reasons, never retrospectively to improve scores.

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.