KPI

“Pretty much within the first 3060 days with every single client, as you know, we do a deep dive, we assess, I always say, open the hood of the business, what's working, what's not, and oftentimes what's not there or not working is that they don't know their nu…”

“The smaller the company is, the less signals you have, the stronger your story needs to be. So it's always a blend between KPIs and story, and the more competitive the market is, the more fine-tuned your story needs to be on how you're going to win at somethin…”

“The way most construction companies work is, you know, the pre-com people, they are, their KPI is, how much work did you win? And it's like, well, You know, it's, you can win a lot of work that's not very profitable, and I'm not saying their only KPIs should b…”

“Once you start incentivizing against that, teams find ways to game it.”

“Whether you're doing OKRs or KPIs or Northstar metrics, whatever framework you're ostensibly using, if you use it well, it looks like that.”

“And so, I mean, things are very subjective. If you put KPIs, it's very difficult to and it was obvious, I mean, it was obvious for the whole team that this guy was the best. Yet, on the KPIs, it was the worst. It's just that we gave him the worst project.”

“We rant against KPIs are basically banned as a, and OKRs are banned and all that.”

“We don't have financial goals. We don't have OKRs or KPIs. I don't have revenue targets. I don't have growth targets in terms of the number of customers we need to pick up this year versus last year. I don't look at any of those things.”

“And you want KPIs because it predicts your future. Your financial statements are really good at describing your past.”

“The downside to it is that because there's no KPIs in venture capital, really, that are short term, and you're wandering around and you have tenure and you can't be fired, there are two big problems. One is, it's really easy to waste a shitload of your own tim…”

“I think this framework is a step to abstract to represent exactly how you should structure your teams or to be represented with four metrics or KPIs. However, it's a really good conceptual way of grounding your team or your organization in the mechanics of how…”

“We should generate KPIs since the first day. I know that It seems very early to generate KPIs when we are starting the company, when we don't reach, we haven't reached the product market fit yet, but that information will be very valuable in the future.”

“People really almost irrationally respond to incentives here, and they don't do anything else other than the number one or number two KPI they have that they're getting paid out on.”

“The number one thing that I do that I realize that a lot of the other successful founders did too Was I had my analytics dashboard or whatever was important KPIs on the business up on my screen, 24, seven, and I would stare at it all the time.”

“There's no metric that actually tells a story that tells a hundred percent of the story, maybe 90%, but not a hundred percent. And so sometimes founders fool themselves by literally only tracking their primary metric and nothing else.”

“If your product doesn't have a clear path from what you're doing to the impacts that you're providing to those KPIs, it will be a very tough sale.”

“Whatever KPIs, whatever cost of acquisition, whatever lifetime value, whatever you show on a deck at your series A is not going to be true by the time of the series B, and definitely not true by the time of the series See, and certainly not true by the time th…”

“If your KPI is revenue, and the number is zero, should you still be tracking that as your top line KPI? The short answer is yes. You should be depressed looking at that number every week until, like, that's the answer.”