Geoff Charles: evaluation

Transcript context

…How long does planning roughly take and how often do you do this strategy rethink? We've gone through iterations, good and bad, I think. For a period of time at Ramp, we created OKRs with financial goals and quotas to some extent for different teams. And that led to just taking a long time to plan because people were trying to make sure there was the right metric, trying to make sure that it was achievable. And it became very political, very annoying. And largely, our entire R&D team was like, "Look, we're just going to execute on the roadmap, screw the OKRs." And so we moved from quarterly, very expensive quarterly planning, which took one month every three months, so basically 33% of the time was planning, to a biannual one-pager on, these are the company priorities and it's much more smooth and much faster. Related to that, though, we have a strong financial plan that we execute on and each row or lever of that financial plan has an owner. Oftentimes it's marketing and sales. For anything that's product led, it's product. So that's one contract. And then we have our roadmap, that's the second contract. One of the bullet points you mentioned is this idea of being, what are we uniquely positioned to do? Can you talk a bit more about that and maybe what's an example of something you worked on, how you described why you're uniquely positioned to win at that?…

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