OKR experts, on call.
Sometimes you don't need a full implementation, you need a sharp second opinion. Our OKR advisors and experts are the on-call brain your leaders can turn to: we pressure-test objectives, settle the debates and keep you honest between cycles.
Expertise on tap. Your team runs the OKRs; we are the experienced voice you call when you want a challenge, a sense-check or a faster answer.
How advisory helps.
Objective reviews
We review your OKRs before a cycle starts, so you commit to the right, well-formed goals.
Cadence health checks
A regular look at how your operating rhythm is running, and where it's quietly drifting.
Settling the debate
An outside expert to break deadlocks and make the call your team keeps circling.
Board-ready reporting
Help turning your OKR progress into a clear, honest story for the board and investors.
The short version.
What does an OKR advisor do? +
An OKR advisor is an on-call expert your leaders can turn to between cycles. They review your objectives and key results, pressure-test the thinking, settle debates and keep the standard high, without running the whole implementation.
How is an advisor different from a consultant? +
A consultant designs and implements your OKRs end to end. An advisor is lighter touch: expertise on tap for your own team to draw on when they need a second opinion or a sharper challenge.
How does advisory work in practice? +
Typically a regular check-in plus access when questions arise: objective reviews before a cycle starts, a health check on your cadence, and help preparing board-ready reporting.
Matt Roberts, co-founder & lead consultant.
A two-time SaaS founder with a venture-backed exit, Matt turns strategy into execution for teams scaling from tens to thousands. He leads a team of eight senior consultants, so you get the right operator for your moment.
Advice grounded in a real, documented system.
Our advisors draw on the OKR Knowledge System, so you get consistent, evidence-based guidance rather than opinions. It can live in the AI Business OS if that helps. We meet you where you are, and never require either.
That Worked
Short reports from the gap between plausible and works.
We change our methods in public. This is where we report what worked, and what didn't.
Fortnightly. Under 500 words. Every claim carries a receipt. Unsubscribe is one click and no hard feelings. Privacy.
Put an OKR expert on speed dial.
Tell us where your OKRs get stuck. We will suggest the lightest way to help, whether that is advisory, coaching or a full implementation.
Meet UsNeed a second opinion today?
The Coach, our free install, gives you one in minutes: verdicts, issues and rewrites, straight from our methodology.
How your advisors think.
Advice is only as good as the thinking behind it. Three essays that show the arguments your engagement would be built on.
What changes while we're working with you
And a lot of them come from people and teams you weren't expecting.
They get looked at properly and answered, so the next lot arrives too. Nobody's idea disappears into a drive.
Real decisions about what becomes a goal, and where the money and the people go.
Then each goal gets built for what it actually is. If the point is to find something out, it's set up to find something out, rather than to deliver a number somebody guessed at in a planning meeting.
The things that annoyed people and slowed you down are gone.
The things that speed you up have been added instead.
It stops being the goal-setting thing and becomes how the company works.
Which is also the point at which it stops needing us.
More ideas, better choices, quicker learning, and a lot more people who can see where they contributed.
That last one does more for how the place feels than everything else on the list put together.
Three reasons this can't be you
Getting help here isn't weakness. It's arithmetic.
Everything in there looks normal, because it's just how things get done here.
You can't diagnose a system you're standing inside.
None of you can chair that conversation cleanly.
Which few things to actually do is a decision you and your SLT all have skin in. We have watched bias dilute the right answer more times than we can count.
There's no professional body for this one.
Lawyers have a body that trains them and holds them to a standard. Anyone designing how a company plans, measures, judges and rewards has a management qualification that skipped it, a book or two, and what they saw work somewhere else.
Patterns, gotchas, slides, templates, agenda and hours, mostly. Duller than it sounds.
You have a day job that fills all of yours. This is ours, and it's what our success gets measured on. We've seen what works and what doesn't at scale, so we can match it to your context rather than hand you the average, and we know which versions hold when a quarter goes badly.
The diagnostics, the learning assets and the people to run a programme already exist, with a human in the loop at every point that matters.
These are what's missing almost everywhere. Each one is a piece of work with a name, in the order it tends to happen.
Then step seven loops back to the design, which is what stops it being a project with an end date.