Operating cadence review
“The leadership meeting is status updates, and every week feels like a fire drill.”
We look at the meetings and reviews you run each week and month, and give each one a job and an owner. At the core is a weekly business review: the few numbers that matter, and a leadership meeting that makes decisions.
Sound familiar?
“There’s a meeting for everything, and none of them decides anything.”
Calendars are full, and the decisions still wait.
“We spend the meeting arguing about whose numbers are right.”
The same question gets three different answers from three different people.
“We find out something’s wrong when it’s too late to fix.”
Nobody’s looking at the few numbers that would have shown it early.
“Everyone knows their own numbers. Nobody sees the whole business.”
So decisions get made with half the picture.
What we do
We look at the meetings and reviews you run each week and month, and give each one a job and an owner. At the core is a weekly business review: the few numbers that matter, and a leadership meeting that makes decisions. Week by week, it’s how your leaders come to understand the business across every function, beyond their own. By the end, someone inside runs it, so it doesn’t depend on me.
What it looks like when it works
Fewer meetings, and each one has a job.
Every number has an owner, and one version of the truth.
You spot problems while there’s still time to fix them.
Your leaders understand the whole business, and decide with the full picture.
The leadership meeting makes decisions, and the week feels calmer.
How it runs
1
Before: design sessions with your leadership team: which meetings you need, and what each one is for.
2
The build: the weekly business review, with your finance or revenue operations lead: the few numbers that matter, and who owns each one.
3
After: I sit in on the first few meetings, then follow up when we agree, and support you as much or as little as you need.
You leave with
Meetings that each have a job, an owner for every number, and someone inside running them.
Formats
Design sessions with your leadership team
Building the weekly business review with your finance or revenue operations lead
Sitting in on the first few meetings, then as much or as little support as you need
Case studies
From the founders' circle to one leadership team
Series C B2B SaaS scale-up, a few hundred people
A Series C B2B SaaS scale-up got its leadership team deciding together, and one OKR session cut a six-month project for 20 people to two months for three.
Read more
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OKRs that took the company up-market
Series D data SaaS scale-up, about 250 people
A Series D data SaaS scale-up whose product had stopped selling refocused on the world’s biggest customers, got on budget, and stopped pulling its CEO into everything.
Read more
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Who you’ll be working with
I spent six years at Google, then two at Amazon, where I led a 100-person organisation. Since then I’ve worked with 16 startup leadership teams, as a facilitator, trainer and coach.
I run every session myself.
Often run together: OKR workshop · Mid-quarter review
Know someone this would help?
Richard sets up how a leadership team runs its weeks and months: a weekly business review of the few numbers that matter, and meetings that make decisions.
Next steps
Start with a free, 20-minute Clarity Call. Confidential, and no preparation needed.
“
Bridging strategy and operations
Richard played an instrumental role in teaching Bitmovin how to utilize OKRs to systematically bridge the gap between strategy and operations. And he did not stop at the top management team: He held workshops across the organization, coached individuals where necessary… I can recommend Richard if you want to boost your cross-functional focus & alignment.
Eric Thomas
Chief of Staff & Head of Business Development
Bitmovin