Leadership Direction Model

Challenge

The organization was operating under the EOS (Entrepreneurial Operating System) model when I joined. But departmental "rocks," scorecards, and priorities were misaligned, siloed, and disconnected. This was resulting in unclear company direction, competing priorities, and no shared definition of what mattered most.

Project duration: 2–3 months

Solution

Led the transition from EOS to an OKR-based operating model, establishing company-level objectives, aligned departmental key results, and a unified leadership cadence to create clarity, focus, and cross-functional alignment.

Results

• Developed a company-wide OKR framework for executive leadership and department heads, defining shared company objectives and aligned departmental key results, creating a single, unified direction for organizational priorities.
• Designed and implemented a structured OKR operating cadence for leadership meetings, replacing EOS-based meetings with objective-driven planning, tracking, and accountability rituals tied directly to company goals.
• Solved organizational misalignment by translating siloed departmental priorities into shared company objectives, reducing competing initiatives and clarifying what work mattered most across the organization.
• Provided a unified scorecard model for leadership and teams, aligning metrics and performance tracking to company-level objectives instead of disconnected departmental KPIs.
• Consulted with leaders across departments to map key results to company objectives, improving cross-functional coordination and accelerating progress toward shared outcomes.