See The Impact An Expert Team Makes

Invest In Consulting, Training & Coaching That Will Transform Your Organization

Why Should You Work With Us?

We want to help you build your legacy by helping you to lead the reinvention of your organization. Areas to change are strategy if you need a competitive advantage, your business model if it’s outdated, your core business if it’s not flourishing, productivity if you’ve got a plan to align resources and adopt AI and automations, and of course, people if you need to unlock all of your diverse human potential. 

The Mission

We are on a mission to address your growth challenges and seize your opportunities. Those that are unique to you and those being faced every CEO and their teams in 2024 and 2025.

The foundational launchpad is a great strategy, the right business model, and ability to use management frameworks like OKR. 

The rocket fuel is blending your talent with external expertise that ensures the goals you set are the right ones for the business and the teams can execute them.


Hours Of Leadership
& Team Coaching





Where Do We Make The Biggest Impact?

Although a challenge, we find our impact is less in larger, slower and more complicated organizations. We love to work where there is desire, commitment and a ability to think fast and act.

Start-ups &
Scale Ups

50 – 250 People


How It Could Work

We Up-skill Management

Expert Strategy & OKR Trainers

We want you to the ability to focus resources and productivity to where it will have the greatest impact. If this is an area that could be improved you can work with us to learn about strategy and OKRs. 

This skill and competency gives your people the management frameworks, processes and rituals to keep teams focused, agile and productive.

Knowing what makes a great strategy and how to use OKRs does not mean the goals being are the right goals. So we can use experts in areas like AI, product marketing, sales and customer service to check and support your teams.


Team Coaching

Manager Mentors

Over many years we’ve observed that the impact of our work is multiplied by a factor of x 10 when it’s paired with department and team expertise. This is why.

The best goals for the company and each team require more than goal format know-how and implementation advice. The best goals require:

  • Function area expertise and mastery
  • Current, leading edge know-how, especially where knowledge best-practices and technology are evolving rapidly
  • Objectivity and with low influence of bias

Put another way, you only know what you know, we often set goals that are informed by historic experience and expertise and are less likely to leave our comfort zone. We don’t know what we don’t know, and we can often display cognitive and other biases, like the sunk cost fallacy. We’ve even seen fear of losing jobs and protectionism impact OKR choice, and leaders were not aware. 

We have found that where teams are long-standing, small and junior, an expert coach and mentor can solve these challenges. The result:

  • Better conversations happen because we know their profession and its challenges and speak their language.
  • Better OKRs are set because new knowledge, experiences and perspectives are incorporated.
  • Teams are less likely to play it safe because they have external support and validation.
  • Leadership are more more likely to invest in OKR achievement as they have more confidence the outcome will provide the ROI targeted.
  • Short sprints and learning loops weed out what works and was doesn’t much faster
  • Managers feel supported, learn at an accelerated rate, and satisfaction increased, along with engagement and retention.

We don’t just want to teach you how to align your strategy with OKRs. We want to use our experts to help you and your teams set OKRs that are great for the business and teams. Avoiding the blindspots that stop progress happening at the pace that is required.

Areas where we have deep objective expertise that can be applied to set better OKRs and then achieve them is:

Not only do we spend a lot of time up-skilling in all of these area, the more customers we work with, the more experience and exposure we get to what is working as well as the challenges.

Why Does It Work?

We find that different coaches bring different know-how, expertise and perspectives, so we like to use a blended team of experts to help you. You don’t pay more and the outcomes are better and achieved faster.

Reach Strategy Execution
Maturity Faster

Solve Your Biggest Challenges,
Seize Your Biggest Opportunitites

Refined Planning & Coaching
Processes That Work

Learning Resources Help You Coach
More People For Less

Train Your Future Trainers &
Equip Them To Succeed

In-person or Online Expert Coaching
For Individuals Or Teams

Your Team Leads

We’ve a growing team of experts that complement each other and often work together to give our customers the experience fit and the very best of our collective experiences.

Matt Roberts
Project Principle

Matt is the founder of ZOKRI and author of Force Multipliers. His background was originally in media planning, advertising and digital marketing. He founded his first technology company in 2009, exiting in 2016.

Having held positions like Chief Strategy Office, and Chief Product Officer in addition to various sales and marketing roles, he offers a rare combination of perspectives and skills. Clients benefit from a deep understanding of strategy, OKRs, product management, sales, marketing, fundraising and the challenges of scaling.

Matt’s passion is rapid value delivery, and together with the team, many of the frameworks and tools we use are geared towards this goal.


Part of the rapid value delivery philosophy is leverage what you know already as much as possible. Matt and the team want to absorb and build on what you know and make positive changes, brining the whole organization along.

Ian Harvey
Project Principle

Ian is a Strategy and OKR thought leader with over 30 years of experience, helping organizations ranging from world leaders to ambitious startups and scale-ups.

His unique professional journey spans roles as a strategist, software engineering leader, product manager and a co-founder. This multidisciplinary background equips him with a comprehensive perspective, making him a valuable consultant capable of quickly identifying capabilities that hold an organization back.

In the last four years, Ian has focused on collaborating with C-suite executives of startups and scale-ups, aiding them in articulating their strategic vision and bringing it to life through effective OKR frameworks. His work has led to enhanced strategic clarity and execution for these organizations.


Ian champions the philosophy that continuous learning is the cornerstone of continuous improvement. By leveraging his expertise in product management, he assists organizations in engaging more deeply with their customers, powering strategic and tactical insights.

This approach not only aligns with his belief in the transformative power of learning but also ensures organizations are primed for sustained success.

Glen Westlake
Head of AI Enablement

Glen helps ZOKRI’s customers develop a clear vision of what success with AI and automations would look as part of a cohesive growth strategy. The goals we look to develop fall into three areas:

  • Create value for customers and improve customer experience as a driver of competitive advantage and sales growth.

  • Increasing productivity of teams and individuals.

  • Evolving roles to leverage what are uniquely human advantages to create a happier, more engaged and more productive workforce.

Once you have defined what success looks like, you can start your journey of smart experimentation, often looking for opportunities to fuse what is available to everyone with proprietary data assets and models.

Before leading the AI enablement team, Glen was at the forefront of leveraging data to drive corporate success across a variety of industries and departments.

Luckily for Glen this is not new. In fact, in 2014, Glen was utilizing AI and machine learning to sift through vast amounts of data, identifying optimal business actions to enhance customer value.

With AI now playing a pivotal role in business operations, Glen’s accumulated knowledge has become an invaluable asset. His expertise not only guides businesses in pinpointing the most impactful areas for AI application but also in crafting robust project frameworks that ensure success.

A key learning from work being done currently is to develop a plan to create and reinforce a culture that embraces AI, utilizing culture as a powerful tool to further business objectives and drive innovation. So don’t be surprised if this becomes part of the scope of work.


You & Our Principles Are Supported By

Supporting our team of strategy and OKR trainers is an team of management and niche specialism experts that can scope and assess opportunities or help with execution. They are called on as and when needed and can hit the ground running.

Assets & Tools

The Best Toolbox For Success

We bring way more than expertise and time. Over many years you develop and mature and effective set of training and management assets. Our customers benefit from these during our engagement and after. 

Manuals, training assets, video libraries, HR handbooks, and if needed, our amazing strategy, KPI and OKR software will be included.

All are designed to teach best-practices at scale and keep teams aligned, engaged and on-track. 

OKR Process Explained

Business Area Experts

Functional Mentors

Teams often feel they are limited to working with what they know and the people and resources they have at their disposal. Over many years we’ve build a network of trusted experts in areas like digital marketing, customer experience, brand building, sales operations and others. When required they help provide new perspectives and approaches to today’s challenge or opportunity.

CoS Experts

Flexible & Confident Commercial Models

We can charge for time and can also link what we earn to your results and success.

We are flexible and confident. It’s your choice.

The Option To Go Beyond OKR Training

We are often chosen because we can go beyond OKR coaching, training and mentorship. Our team are also experts in strategy and should you want to work on yours with an independent expert this can be included in the project. Or limit the scope to OKRs, the choice will be yours.

Strategy Creation

For organizations that want to revisit their current strategy and work through a structured process to create a new strategy that will drive growth year-on-year.

Strategy Acceleration

For organizations that are confident in their strategy but need to translate it to a style and structure that is ready for a successful OKR implementation

Values & Guiding Principles

If your values need guiding priciples and both need to be aligned with your strategy and OKRs to improve performance, we have a module to define and launch them.

People, Roles & Goals

Strategy and OKR success needs to right people in the righ seats, with the right support. We find this exercise is often long overdue, so if now is the right time for you, we can help.

Experts At Capturing  Your Great Strategy

In our experience, if you’re living and breathing your business each day, strategy isn’t an exercise in acquiring more – more data, more expertise or more experience. It is most likely an exercise in unlocking what you already possess.

We recently helped David, CEO of a rapidly scaling technology company that has tripled in size over the past 18 months. Very early on David realized that the way they had managed themselves to break out of the start-up orbit does not scale. Being hardworking, tactical and agile, with a lot of micromanagement was not going to be how they would carry on growing, plus employees were finding it exhausting.

He knew that having a strategy and an agreed way of setting really good meaningful goals was the first step. If these are then updated frequently, issues discussed, and the big ones escalated, empowerment was going to be easy for him.

We also recently worked with a CEO called Alex, who believed that expert opinions, research and data analysis would form the backbone of their strategy.

We asked him to go through our process first. Inputs came from a wide range of sources internal to the organization, some of the most insightful being from junior members of staff. Towards the end of the sessions there was a huge strategic ‘aha’ moment. It was a revelation, clarity had emerged from the fog of information overload.

In the end, Alex’s breakthroughs didn’t come from accumulating more information. He learnt that the real magic lay in talking to his team and seeing the existing information through a new lens. It was about breaking the habitual thought patterns that had limited their strategic vision.

Strategy, as it turned out, wasn’t about who had the most data or the most experience. It was about who could see the patterns within the chaos, and who was able to connect the dots. It was about noticing the obvious truths that lay hidden in plain sight.

Alex’s startup didn’t need to spend more time, money, or effort on gathering new information. They had plenty. They just needed to apply and utilize it differently. By fostering a culture of diverse perspectives and open-mindedness, they started uncovering insights that were always there, waiting to be embraced.

This story is a reminder that sometimes, the most impactful solutions don’t come from acquiring more but from seeing differently. It celebrates the idea that strategy can range from an amateur to a semi-pro discipline, accessible to anyone who’s willing to look at where they are with new eyes.

Our process gave them the ability to find and articulate their strategy, and use OKRs to empower teams, and work relatively autonomously towards their goals.

Ensuring Your Strategy & OKRs Are In Perfect Alignment

At the heart of every successful business lies a fundamental truth: success hinges on satisfying a customer need in a specific sector that is better than other available alternatives.This principle is as straightforward as it is profound.

It is all about understanding not just the needs of the customer but also their pain points and the value they seek. This requires you to go beyond surface-level observations; it requires an empathetic and insightful exploration of your customers’ experience. You will need to see the world through their eyes, know their goals, recognize what truly matters to them, and appreciate the choices they are faced with.

The customers wanting this value are your ideal customers. These are the customers that are worth fighting for. This is why we use an ideal customer centric strategic planning process, as a tool in our own consulting practice.

The process we use works for most small to medium scale companies that have a focused value offering with one or more products that deliver the same value to the same group of customers.

Why does it work? Here is why:

  • It’s a customer value first approach, not a target revenue first approach. 
  • It makes you acknowledge the fact that you’re in a battle for a specific group of people with buying power and choice.
  • It makes you work out what matters to customers and why.
  • It makes you take a good look at your customers’ choices, including competitors.
  • It defines what winning looks like, often for the first time ever.
  • It makes you more ambitious.
  • It stimulates lateral thinking.
  • It makes you list the weapons you have at your disposal, and the weapons you need to acquire to win.
  • It sets you up for creating and articulating a great strategy and later the OKRs to execute it – your strategy management system.

If you want great OKRs, pair them with a great strategy, then watch what happens to the bottom-line. This is what our coaching team are experts at, and we’d like to help you.

OKRs Meet Culture

If you want to execute your strategy and achieve your OKRs one of the things that will accelerate that achievement are how teams behave.  How we make decisions and how we behave is guided by a set of values and guiding principles that become central to who we are, and organizations are no different. 

When these are not adhered to or challenged it erodes the fabric of who we are and what you need your company to be. The glue that holds everything together becomes weaker. It’s like a solvent has been applied. Which is why values and guiding principles are the third force multiplier.

The terms “company values” and “guiding principles” are often interchanged. However, a nuanced understanding reveals that they serve distinct purposes and roles in shaping your culture, strategy, and decision-making.

At the heart of your company are its foundational beliefs and guidelines: the values and principles that inform your operations and interactions both internally and with the outside world.

Values are the bedrock of your company – the core beliefs that define its identity, culture, and ethos. They serve as the underpinning convictions that the company will not compromise, regardless of circumstances.

For example, you might emphasize that without trust, nothing else matters. This means that your company will always act in the best interests of its stakeholders, including clients, employees, and shareholders.

A tech company might value innovation, as for a tech company, staying ahead of the curve is vital. Valuing innovative thinking, translates into continually seeking ways to improve areas like services and software.

Guiding principles, on the other hand, are operational tenets or practices that translate your values into actionable behaviors and decision-making protocols. They provide a roadmap for how your company should operate to manifest its values in day-to-day operations.

Stemming from the value of trust, you could have a guiding principle that underscores putting customer needs at the forefront – customer centricity. This might mean creating mechanisms to listen actively to customer feedback and ensuring products are tailored to client requirements.

Building on the value of innovation, you might emphasize teamwork and cross-departmental collaboration as the pathways to groundbreaking ideas. This principle can be seen in practices like hackathons, team brainstorming sessions, and collaborative product development strategies.

Understanding the distinction between company values and guiding principles is crucial. While values are the “why” of an organization, guiding principles are the “how.” This differentiation is crucial in ensuring that its ethos is not only well defined but also consistently practiced throughout your operations.

As part of our standard coaching, we invite you to re-visit your values and guiding principles to check whether they can be aligned and optimized to guide your teams and accurate achievement. 

Aligning Strategy, OKRs and Values with People and Roles

We believe that people are the ultimate multipliers of performance. They exist at all levels, including senior leadership, managers and their reports.

The best leaders and managers can ignite the potential of those around them, creating a chain reaction of motivation, inspiration, and energy that transcends individual capabilities. These people are catalysts for empowerment, encouraging every team member to contribute to our collective achievements in ways they never thought possible. They come with traits like being: “empowering”, “inspirational”, “supportive”, “collaborative”, “trustworthy”, “consistent”, “reliable”, and “respectful”.

The right reports for these managers are their own force multipliers, inspiring those that work alongside them both in their teams and in other teams. These powerhouses are often described using words like “engaged”, “committed”, “productive”, “coachable”, “reflective”, “positive”, “self-less” and the all important “nice”.

Conversely, you will be acutely aware of the impact of people that prevent higher levels of performance happening – those whose presence can dampen spirits, hinder collaboration, and cloud the collective morale.

The process our coaching team will help you use will ensure the right people are in the right seats. It spots and avoid mismatches, and ensures that your work environment remains a source of joy, creativity, and productivity.

Your goal is not only to deliver your strategy. Your goal is to make work a time and space where everyone looks forward to contributing, where voices are heard and valued, and where the passion for what you do is shared and celebrated.

This makes the alignment of strategy with OKRs & KPIs, and OKRs & KPIs with your values and employee roles is an important yet often underappreciated step.

Investing time in creating alignment offers not just clarity but also a mirror reflecting the true composition of a team. Through this process, we can ask:

  • Are the right people in the right seats?
  • Do roles need to evolve?
  • Is it time to step up or to hire anew?

OKRs are not self-fulfilling prophecies. They demand precise role alignment, where each team member’s responsibilities directly contribute to these overarching goals. When goals and roles are misaligned, progress is sub-optimal and efforts misaligned.

The process of aligning OKRs with roles serves a dual purpose. Firstly, it provides goal clarity, ensuring that every team member understands not just the ‘what’ but the ‘why’ of their daily tasks. It’s about painting the bigger picture and then showing each person where they fit within it. This clarity isn’t just about efficiency; it’s a powerful motivator. When employees see the direct impact of their work on the company’s success, their engagement and productivity often soar.

Secondly, this alignment offers some a valuable opportunity for organizational review. It’s time to ask if the right people are occupying the right roles. Just as a gardener prunes a tree to ensure its growth, sometimes a business needs to realign its human resources. This might involve supporting current employees to evolve in their roles, perhaps stepping up to meet new challenges. In other cases, it might mean recognizing the need to bring in fresh talent with the requisite skills and drive.

This alignment is not a one-time task but an ongoing process of adaptation. As your company grows, your people and their roles evolve. This adaptability is vital in maintaining the relevance and effectiveness of both your goals and your workforce.

Aligning your OKRs and KPIs with individual employee roles is not merely an exercise in administrative structuring. It ensures that your human resources are aligned not just your current needs but your future aspirations. It’s a process that asks and answers the fundamental questions of team composition and direction, ensuring that the business is not just moving, but moving in the right direction.

Management Systems & Governance

Like night follows day, the gravitational pull of day-to-day operations will be there and relentless. It is highly likely that you will get sucked into the vortex of immediate issues, leaving strategic considerations and the adoption of new systems and processes on the back burner.

But this is where a robust Management Stystem or Business OS comes into play and commitment is necessary. A Business OS instills discipline and a structured approach to management activities, ensuring that strategy doesn’t get lost in the operational noise. 

A common misconception is that implementing a Business OS necessitates overhauling current project management systems. To be clear, a Business OS complements and connects with existing systems, whether they are Project Management tools, Human Resources Information Systems (HRIS), or specialized software like CRM and accounting platforms.
In reality, a Business OS works in harmony with other systems. It acknowledges that teams have established workflows and tools that are effective for their day-to-day operations, including both strategic projects and BAU work. The role of a Business OS is not to disrupt these established processes but to provide an overarching framework that aligns these activities with the organization’s broader strategic objectives.
Similarly, for HRIS systems that manage critical data such as attendance records, reporting lines, and employee information, a Business OS is not a replacement but an integrative layer. These systems contain essential operational data, and a Business OS leverages this information to align HR processes like talent development and retention with strategic goals. By integrating with HRIS, a Business OS can enhance decision-making related to workforce planning and management, ensuring that the human capital is aligned with and fully supportive of the organization’s strategic direction.
Regarding KPI management, a Business OS integrates with CRM systems, accounting platforms like ZERO, and other tools to gather relevant data. This integration allows for a comprehensive view of performance metrics, feeding into the Business OS for more informed strategy execution and adjustment. The Business OS serves as a central platform that synthesizes data from these various sources, providing insights and a holistic view of the organization’s performance
Where needed, we can help you evolve your management systems to move towards the utilization of a Business OS as a tool from which growth can be platformed.

12 Benefits & Improvements That Come With OKR Training, Coaching & Mentoring

The benefits of strategy and OKR coaching and training are clear. Using experts to help you with an existing implementation or start from Day ZERO will reduce the risk of the initiative and increase the impact of this transformational framework. 





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