Meeting Title: Brainforge Leads Weekly Retro Date: 2026-04-03 Meeting participants: Brylle Girang, Robert Tseng, Kaela Gallagher, Rico Rejoso
WEBVTT
1 00:01:53.130 ⇒ 00:01:54.139 Kaela Gallagher: Hey guys!
2 00:01:57.270 ⇒ 00:01:58.630 Robert Tseng: Hello?
3 00:02:00.520 ⇒ 00:02:01.980 Kaela Gallagher: Happy Friday!
4 00:02:02.400 ⇒ 00:02:03.630 Robert Tseng: Happy Friday.
5 00:02:03.960 ⇒ 00:02:06.930 Kaela Gallagher: WBB hoodie, there we go!
6 00:02:07.300 ⇒ 00:02:08.320 Robert Tseng: Yeah.
7 00:02:08.320 ⇒ 00:02:10.470 Kaela Gallagher: So long, oh my gosh.
8 00:02:14.300 ⇒ 00:02:21.609 Kaela Gallagher: B, that was an awesome presentation. I think the team really liked that. That was really cool.
9 00:02:21.850 ⇒ 00:02:24.090 Brylle Girang: Thanks! It’s just fun! Really fun.
10 00:02:24.090 ⇒ 00:02:27.850 Kaela Gallagher: Yeah, it was. I think people were, like, really engaged.
11 00:02:28.070 ⇒ 00:02:29.060 Kaela Gallagher: That’s good.
12 00:02:33.060 ⇒ 00:02:37.679 Kaela Gallagher: Let me message Damien, make sure that he got the gift card.
13 00:02:40.250 ⇒ 00:02:41.319 Robert Tseng: Oh, Demi Juan?
14 00:02:41.940 ⇒ 00:02:44.469 Kaela Gallagher: Yes. Wait, V, does he know that he won?
15 00:02:45.520 ⇒ 00:02:48.659 Brylle Girang: Oh, not yet. I’m actually sending the message after that.
16 00:02:48.660 ⇒ 00:02:50.949 Kaela Gallagher: Okay, okay. I’ll wait, I’ll wait.
17 00:02:57.730 ⇒ 00:02:59.570 Brylle Girang: I should go to traffic now.
18 00:03:01.760 ⇒ 00:03:07.460 Robert Tseng: Yeah, go ahead. I think Utan will probably join a little late. He’s kind of out and about today.
19 00:03:17.300 ⇒ 00:03:34.399 Robert Tseng: Okay, well, I was, hoping to have a few things ready by hand, but I think, Rico’s still kind of pulling some metrics, so I didn’t really have the quarterly review ready, so I guess that I’ll have to wait until next week, but at least… I think the main goal that I’d like to get out of this call is to make sure we’re
20 00:03:34.870 ⇒ 00:03:44.959 Robert Tseng: we lock in as best as we can on the OKRs, because that’s kind of how your bonuses are kind of calculated for the quarter. So I think,
21 00:03:46.340 ⇒ 00:04:01.740 Robert Tseng: Q2’s technically started, and we want to start tracking these things, so, yeah, I know, like, it’s kind of been an informal, like, you produce what you want, but, like, I think it should live in one place, so that we can just kind of, you know, lock it in.
22 00:04:03.690 ⇒ 00:04:04.300 Kaela Gallagher: Cool.
23 00:04:04.300 ⇒ 00:04:13.510 Robert Tseng: Okay, so I’m gonna basically share my screen, we’ll go through each, each one, and, yeah, as…
24 00:04:13.970 ⇒ 00:04:17.310 Robert Tseng: I can go first, since I have mine at the top.
25 00:04:17.649 ⇒ 00:04:18.880 Robert Tseng: So yeah.
26 00:04:18.880 ⇒ 00:04:23.219 Kaela Gallagher: I’m so sorry, can I just ask a clarifying question?
27 00:04:23.450 ⇒ 00:04:29.580 Kaela Gallagher: In terms of every week when we’re marking it either green or red, on track or off track.
28 00:04:29.940 ⇒ 00:04:45.790 Kaela Gallagher: Yeah. I’m curious, like, for example, one of my… one of my OKRs is, like, convert the initial cohort from 1099 to W2. Like, obviously that’s not going to be fully completed until, like, a very specific date in time.
29 00:04:45.930 ⇒ 00:04:57.369 Kaela Gallagher: So, like, if I’m taking steps to get there right now, and I’m feeling like we can do it by the end of the quarter, do I say on track? Or because it hasn’t actually occurred yet, I say off track?
30 00:04:58.120 ⇒ 00:05:07.670 Robert Tseng: Yeah, I think that’s a good point. Not everything we have is gonna be, like, a weekly adjustment. I have one here that’s, like, also not really weekly, like…
31 00:05:08.820 ⇒ 00:05:09.510 Kaela Gallagher: Yeah.
32 00:05:09.510 ⇒ 00:05:15.219 Robert Tseng: So yeah, I think this is open for discussion, like, how we want to give… assign credit to that.
33 00:05:15.420 ⇒ 00:05:20.530 Robert Tseng: I… yeah, so I think when we get We should… we should discuss.
34 00:05:21.030 ⇒ 00:05:27.049 Kaela Gallagher: Okay, yeah. One of my other ones is, like, getting 5 referred candidates from current team members, so it’s like…
35 00:05:27.350 ⇒ 00:05:29.590 Kaela Gallagher: you know, I already have one, but…
36 00:05:30.060 ⇒ 00:05:33.540 Kaela Gallagher: I’m not gonna achieve 5 until probably very late in the quarter.
37 00:05:33.780 ⇒ 00:05:35.510 Kaela Gallagher: Yeah. Anyway, yeah. Okay.
38 00:05:36.210 ⇒ 00:05:38.950 Robert Tseng: And I think that’s why it feels like just…
39 00:05:39.430 ⇒ 00:05:44.810 Robert Tseng: Like, the milestones are not the same as the key results, in my opinion, like…
40 00:05:45.110 ⇒ 00:05:52.389 Robert Tseng: these should be things that you’re… like, these are, like, more like KPIs, really, more than results, so…
41 00:05:52.540 ⇒ 00:05:58.549 Robert Tseng: And maybe that’s too loose of a definition. We’re kind of, like, bringing in a couple different frameworks at the same time.
42 00:05:59.180 ⇒ 00:06:06.270 Robert Tseng: Like, maybe it could… it’s… yeah, I… maybe there’s, like, a… there’s some sort of division here, but yeah, like.
43 00:06:06.750 ⇒ 00:06:09.570 Robert Tseng: the KPIs would be, like, some things that you’re…
44 00:06:09.720 ⇒ 00:06:24.429 Robert Tseng: you’re measuring on a regular basis, like, success looks like being above the threshold, failure looks like being below the threshold. Then there’s gonna be, like, things that you actually just need to accomplish, like, it’s like a one-time achievement thing, and
45 00:06:24.460 ⇒ 00:06:30.000 Robert Tseng: I think, like, right now, this framework doesn’t really, like, credit both.
46 00:06:30.140 ⇒ 00:06:33.810 Robert Tseng: So… I’m…
47 00:06:34.700 ⇒ 00:06:54.690 Robert Tseng: open to discussing, like, how that should be credited. Like, I feel like we should turn, like, one-time milestones into just, like, spot bonuses and not really, like, KPIs, because they’re not something you can measure weekly, even though you’re taking activities to get there. But I don’t really know how we would assign value to that right now. I think that’s…
48 00:06:55.660 ⇒ 00:07:07.599 Robert Tseng: like, I think we should note down what those milestones would be, for each person, and then we should try to, back into, like, what’s a… like, what’s a… what’s a fair way to, like, compensate for that.
49 00:07:08.480 ⇒ 00:07:09.210 Kaela Gallagher: Okay.
50 00:07:09.410 ⇒ 00:07:10.170 Kaela Gallagher: Cool.
51 00:07:10.170 ⇒ 00:07:10.710 Robert Tseng: Yeah.
52 00:07:12.050 ⇒ 00:07:20.529 Robert Tseng: Right? Like, okay, now I’m just jumping into mine, but, like, this one, like, this is a weekly measure. Like, of every new sales lead that, or marketing lead.
53 00:07:20.580 ⇒ 00:07:35.409 Robert Tseng: we have marketing leads come in every week. 30% of them should make it into sales. Like, I think that’s pretty clear. It’s like, this is not a one-time achievement, this is something that needs to be consistently tracked every week. Whereas, like, yeah, here of, like.
54 00:07:36.030 ⇒ 00:07:39.680 Robert Tseng: having… I don’t even know if this is the right word, but, like.
55 00:07:42.820 ⇒ 00:07:53.949 Robert Tseng: the objective is that we want to further deepen our relationship with Snowflake. And so, in order to do that, we need to have a regular cadence where we’re publishing
56 00:07:53.970 ⇒ 00:08:06.770 Robert Tseng: things, and just, like, sending… kind of equipping the AE relationships that we have to better, like, talk about Rayforge and share with us. Right now, it’s very much just, like, Utom calling them whatever he feels like in, which is, like, not…
57 00:08:06.770 ⇒ 00:08:07.330 Kaela Gallagher: Yeah.
58 00:08:07.330 ⇒ 00:08:23.379 Robert Tseng: It’s not rigorous enough, so I think there’s some weekly component to this. And then there’s also kind of this, like, well, we need to be having enough visibility that our partner manager is willing to meet with us on a regular cadence so that we can actually be, like, brought into the ecosystem more. So.
59 00:08:23.380 ⇒ 00:08:37.969 Robert Tseng: like, that’s how I’m, like, distilling, like, what’s… what does success look like in terms of, like, deepening the relationship with Snowflake before. So, like, I think… I can’t prescribe what that looks like for everybody’s objectives, but we need to be thinking about it that way.
60 00:08:38.320 ⇒ 00:08:49.330 Robert Tseng: like, some things are gonna be weekly tracked, some things are gonna not be, but, like, I think we can… we can figure out what those… like, what the fair measurements would… would look like, if you’re able to break it down that way.
61 00:08:50.330 ⇒ 00:08:50.880 Kaela Gallagher: No problem.
62 00:08:50.880 ⇒ 00:08:53.329 Robert Tseng: So, I’ll just kind of…
63 00:08:53.670 ⇒ 00:09:09.419 Robert Tseng: recap a little bit. So, I think… I think I had the right OKRs, mostly for sales, like, last… last quarter. I made some adjustments based on how our actual performance was. There are certain blanks here, because I don’t actually know what the data is. I think Rico’s still updating this. But, yeah, I think, like.
64 00:09:09.700 ⇒ 00:09:16.089 Robert Tseng: for example, last quarter, we were on track mostly here, but, like, this number of ICP actions didn’t really, like.
65 00:09:16.160 ⇒ 00:09:32.810 Robert Tseng: it took us a while to nail the definition of what the ICP action was, and then I think this… this number was just, like, not significant enough to really move the needle. So, I’ve increased it. I may adjust this a little bit more over the weekend if I sit on it a bit more. I don’t know if this… this is, like.
66 00:09:33.130 ⇒ 00:09:42.809 Robert Tseng: Like, yeah, but I’m trying to… if… do these key results, or these KPIs, I’m just gonna call them almost educators…
67 00:09:43.200 ⇒ 00:09:45.109 Robert Tseng: To perform those containers.
68 00:09:46.310 ⇒ 00:09:55.470 Robert Tseng: if these things happen, will we have accomplished our objective? That’s what it should be. I think, like, from our exercise doing it last quarter, we saw that, like,
69 00:09:55.500 ⇒ 00:10:06.370 Robert Tseng: we didn’t accomplish the first one. And the second one, I just felt like maybe, maybe by itself is not enough, but, like, I don’t feel like this objective was achieved, and therefore this is not credited.
70 00:10:06.520 ⇒ 00:10:22.649 Robert Tseng: It’s not even… I just… I feel like we can… we can see the numbers show that this subjective was not achieved. And so I’m, like, thinking, okay, it’s the same objective, like, what adjustments do I need to make to the KPIs so that by accomplishing these KPIs, we actually hit the objective this time? So…
71 00:10:22.650 ⇒ 00:10:31.459 Robert Tseng: like, I’m just kind of saying that out loud as, like, a way for you to think about when you’re structuring, like, your OKRs and KPIs, like.
72 00:10:31.510 ⇒ 00:10:36.269 Robert Tseng: that’s… that’s the level of thinking that you… that you need to have. So,
73 00:10:36.780 ⇒ 00:10:46.370 Robert Tseng: Which, so yeah, anyway, I think it’s pretty clear to me, like, I think… I think this was the right KPI, we just didn’t nail it, so I’m, like, kind of betting that this is the one we still need to hit.
74 00:10:46.420 ⇒ 00:10:57.299 Robert Tseng: This one was just, like, not frequent enough. And then for the, like, converting demand to qualified, I mean, I’ve updated the language because we’ve gotten more used to, kind of, the sales lingo here.
75 00:10:57.300 ⇒ 00:11:07.010 Robert Tseng: But yeah, now I’m saying that there is a specific part of the funnel where there is a percentage that we need to hit. I don’t know what that percentage is yet, until I get the numbers from Rico.
76 00:11:07.610 ⇒ 00:11:23.449 Robert Tseng: But I… I think I will be able to set that target that way, as opposed to just saying, like, oh, of the sales leads that we have, 30% of them should be booked calls. Like, I think that was too broad. That didn’t really, I think that just incentivized the team to book the
77 00:11:23.730 ⇒ 00:11:29.840 Robert Tseng: a bunch of calls, but they didn’t actually end up becoming, like, strong opportunities, so…
78 00:11:29.880 ⇒ 00:11:41.520 Robert Tseng: like, that’s a learning for me of, like, okay, this was not the right KPI. We incentivized, like, just booking calls from leads, but not actually… they weren’t, like, qualified enough, and so…
79 00:11:41.520 ⇒ 00:11:51.160 Robert Tseng: I think this framework of breaking it down to specific funnel stages adds in the qualification step more than it did last time. Like, at least that’s my interpretation.
80 00:11:51.220 ⇒ 00:11:53.309 Robert Tseng: And then…
81 00:11:53.590 ⇒ 00:11:58.990 Robert Tseng: yeah, for this one, like, zero active deals, solved for 14 days. It was great. I think we did not hit it.
82 00:11:59.170 ⇒ 00:12:13.719 Robert Tseng: frequently enough, but I think with the process that we have in place between just me and Rico, every deal is moving along faster, and I think that’s… that’s better. Like, I think we need to get to the yes or no faster. So, I still think this is the right metric… right KPI, I’m gonna keep that.
83 00:12:14.540 ⇒ 00:12:19.269 Kaela Gallagher: When you talk about active deals, is that, like, a current client that we’re trying to extend?
84 00:12:20.580 ⇒ 00:12:27.399 Robert Tseng: Yeah, no, so this is, like, active leads, so… Okay, okay. Yeah, you’re right, I should change that language. Thanks.
85 00:12:30.350 ⇒ 00:12:38.979 Robert Tseng: So, that’s, like, for those of you that aren’t aware, like, in HubSpot, you know, these are all the deals that we have, that are in… that we’re… that we’re working through.
86 00:12:39.110 ⇒ 00:12:48.879 Robert Tseng: I consider this tab to be all the active deals. Obviously, none of you are really, kind of, in this, but I pull this up every day, and those that I need to action, if I don’t.
87 00:12:49.110 ⇒ 00:13:05.589 Robert Tseng: like, everything should have, like, a due date on it in terms of, like, what the next step was. And so, Rico kind of helps remind me, too, when I’m, like, falling behind on some of this, that, like, hey, these deals need updates, go and follow up with them. And I’m just trying to, like, get them through the stages as fast as I can.
88 00:13:05.700 ⇒ 00:13:09.999 Robert Tseng: Yeah, so I think that’s really what this is.
89 00:13:11.460 ⇒ 00:13:17.439 Robert Tseng: Okay. And then for partnerships, I’ve made a couple changes. So before, we were saying.
90 00:13:17.710 ⇒ 00:13:28.580 Robert Tseng: this big jargoning, generate ICP-qualified pipeline through repeatable partner motions. I was saying, okay, 50% of leads need to be partner sourced, and then 70% need to meet ICP.
91 00:13:28.590 ⇒ 00:13:38.470 Robert Tseng: These are basically saying the same thing. So, I think I’ve changed it now. I still think 50% is partner source. Actually, this number should be 60. We hit 60 last quarter.
92 00:13:38.530 ⇒ 00:13:46.350 Robert Tseng: In… for a few weeks, so I believe that this is possible. And, yeah, I want that to be the goal.
93 00:13:46.510 ⇒ 00:14:01.320 Robert Tseng: And then, I think we’re… we need to… we need a bet that’s a little bit more focused on a particular partner. So the partner manager that Kayla’s helping me hire for, I want that person to really just be, like, focused on building our relationship with Snowflake.
94 00:14:01.790 ⇒ 00:14:13.309 Robert Tseng: And, like, if they have capacity because things get sold, like, they’ll work on other things. And so I’m trying to, like, set a couple APIs for them on, like, what does success look like in building that relationship with Snowflake.
95 00:14:13.930 ⇒ 00:14:14.800 Robert Tseng: So…
96 00:14:15.110 ⇒ 00:14:33.659 Robert Tseng: Yeah, so that’s pretty much it. That’s what I got for the next quarter. Yeah, I think this is kind of a time, if anybody doesn’t understand something here, because the jargon doesn’t make sense, or you want to, like, basically question, question it, like, please let me know. I think that would be helpful for me as I refine this as well.
97 00:14:36.980 ⇒ 00:14:42.130 Kaela Gallagher: Cool. When we’re talking about a business review with a Snowflake partner manager.
98 00:14:42.630 ⇒ 00:14:43.170 Robert Tseng: Yeah.
99 00:14:43.530 ⇒ 00:14:46.169 Kaela Gallagher: What are we presenting to them in that meeting?
100 00:14:47.150 ⇒ 00:15:01.379 Robert Tseng: Yeah, so we haven’t actually done this yet. I think I got good feedback over the past two weeks from people I’ve talked to that, like, we do have a partner manager in Snowflake. The only person that has a relationship is Utah, and, or Holly was kind of helping there, but, like.
101 00:15:01.550 ⇒ 00:15:15.379 Robert Tseng: we haven’t been keeping that person in the loop enough. I think, like, our approach was, like, okay, just talk to Snowflake AEs and have them share a countless with us. Yeah, I feel like this is something that, like.
102 00:15:16.470 ⇒ 00:15:19.670 Robert Tseng: you know, I’m not gonna do the assignment right now, but, like, I could use…
103 00:15:20.040 ⇒ 00:15:25.669 Robert Tseng: Help with, in terms of, like, what… I mean, I think…
104 00:15:26.490 ⇒ 00:15:28.949 Robert Tseng: They need to know that, like, hey.
105 00:15:29.250 ⇒ 00:15:48.420 Robert Tseng: in the Snowflake portal for Snowflake customers, if they are registered opportunities with Brave Forge, there should be, like, a single pane of glass to look into, like, what exact… what’s the ROI for Snowflake? Are we driving compute costs? Are we, what’s, like, how much revenue are we bringing them? Basically, these types of, like, numbers, so that.
106 00:15:48.420 ⇒ 00:15:48.940 Kaela Gallagher: Oh, boy.
107 00:15:48.940 ⇒ 00:16:01.279 Robert Tseng: partner manager can be like, oh, okay, Berryforge is, like, continuously kind of growing accounts, bringing new us, new business, or whatever. I need to go out of my way to try to bring them to more… more things.
108 00:16:01.380 ⇒ 00:16:01.990 Robert Tseng: Okay.
109 00:16:01.990 ⇒ 00:16:05.620 Kaela Gallagher: Okay, so we’re, like, selling our services to Snowflake reps.
110 00:16:06.420 ⇒ 00:16:07.010 Kaela Gallagher: And what.
111 00:16:07.010 ⇒ 00:16:14.309 Robert Tseng: Yeah, so this person helps… helps, like, activate Brainforge within the Snowflake ecosystem, telling them.
112 00:16:14.510 ⇒ 00:16:32.789 Robert Tseng: to marketplace vendors, like, hey, you should use Brainforge as your implementation partner, telling their AEs, hey, here’s how you should be pitching Brainforge when you’re doing it. I think, like, we haven’t really, navigated the politics of a big, of a big partner like Snowflake like this before. So…
113 00:16:32.790 ⇒ 00:16:33.140 Kaela Gallagher: Okay.
114 00:16:33.140 ⇒ 00:16:36.670 Robert Tseng: I think it’s just something that I want… I want us to kind of get in place.
115 00:16:37.400 ⇒ 00:16:37.990 Kaela Gallagher: Okay.
116 00:16:38.180 ⇒ 00:16:44.180 Kaela Gallagher: Quick side note about the partnerships manager. I talked to Pranov’s referral today,
117 00:16:44.180 ⇒ 00:16:44.620 Robert Tseng: Yeah.
118 00:16:44.620 ⇒ 00:16:50.350 Kaela Gallagher: And he said he’s willing to relocate to New York City. Is New York City still applicable, considering
119 00:16:50.930 ⇒ 00:16:53.509 Kaela Gallagher: You may be relocating?
120 00:16:54.460 ⇒ 00:16:57.329 Robert Tseng: I’m… oh, yeah, I guess it’s…
121 00:16:57.490 ⇒ 00:17:01.919 Robert Tseng: I’m still, like, not super clear if I’m gonna relocate,
122 00:17:02.170 ⇒ 00:17:04.260 Robert Tseng: New York is… I’m open to it.
123 00:17:04.290 ⇒ 00:17:12.319 Robert Tseng: But, yeah, so I mean, I think that guy and the three contacts that I gave you would be helpful to interview. So yeah, we can go on that tangent a little bit, but, like, I…
124 00:17:12.329 ⇒ 00:17:30.289 Robert Tseng: I sent you those three people. Hugo was our partner manager at Amplitude. I think he’s super solid. I would love… I think he would… he knows… he comes from that world, and he was in growth before. I think he, like, from just, like, off pa… off the paper, like, I feel like he’s the best fit for the role. I don’t know, we’ll have to just kind of chat with him.
125 00:17:30.380 ⇒ 00:17:46.870 Robert Tseng: I don’t know about Pranov’s contact, like, he feels like he’s… I… I mean, he’s… he’s more of an ops-focused guy. He was doing RevOps, like, I don’t know if he’s gonna get out to every event and just, like, talk to people and, kind of… I don’t… yeah, I don’t really know how much,
126 00:17:47.500 ⇒ 00:17:52.470 Robert Tseng: sales experience he actually has. He’s just more of a systems guy. That basically does what it looked like on paper.
127 00:17:53.060 ⇒ 00:17:53.510 Kaela Gallagher: Venice.
128 00:17:53.510 ⇒ 00:18:12.229 Robert Tseng: like a former colleague of mine, he’s a former account manager. So even though he has not been in a partner’s role before, he sells services, which I think is attractive to me, because it’s really hard to sell services compared to a product, and I think, you know, maybe some of that experience might translate over.
129 00:18:12.330 ⇒ 00:18:29.289 Robert Tseng: And then Chris, I just talked to him today, he’s somebody that Vixel recommended. He’s super senior. I frankly don’t think we’ll be able to afford him at his full-time rate, but he would still be interested in trying to learn, like, if he could take on… like, when he… when I told him that we were trying to
130 00:18:29.350 ⇒ 00:18:45.100 Robert Tseng: like, really lock in on Snowflake. He was super excited about that. He wants to… he wants to do that. And he’s helped businesses break into AWS before, and so he feels like he can do that on the Snowflake side. I just feel like I don’t know if I want to keep… have him as a coach.
131 00:18:45.380 ⇒ 00:18:57.389 Robert Tseng: for, like, a more junior person, or actually just get him full-time. So, I think those are kind of… hopefully that’s a good range of people to better, assess, like, what… what we… what we want from a partnerships person.
132 00:18:58.000 ⇒ 00:19:02.999 Kaela Gallagher: Okay, got it. And do you want me to do, like, Brainforge chats with each of them?
133 00:19:03.140 ⇒ 00:19:07.640 Kaela Gallagher: next week. I did build out… build out, like, an initial…
134 00:19:08.460 ⇒ 00:19:18.479 Kaela Gallagher: interview process that I thought could work, and I built out, like, questions and rubrics for the role and all that, but, curious, like, what you think next steps are for them.
135 00:19:18.980 ⇒ 00:19:24.540 Robert Tseng: Yeah, sorry, I didn’t look at your scorecard yet. Let me see… partnerships manager, screening…
136 00:19:26.460 ⇒ 00:19:41.900 Robert Tseng: Yeah, I think some fit. Like, I’ll review these questions. So yeah, I think definitely, I feel like you should take the first call. I think it’d be good to get some of these screening questions in. I’ll kind of look at it in more detail over the weekend, I guess. And then…
137 00:19:42.260 ⇒ 00:19:49.619 Robert Tseng: Yeah, I just want to get some of the logistics out of the way, kind of understanding where relocation.
138 00:19:49.620 ⇒ 00:19:50.320 Kaela Gallagher: Yeah.
139 00:19:50.320 ⇒ 00:19:51.940 Robert Tseng: And, like.
140 00:19:52.210 ⇒ 00:19:58.989 Robert Tseng: even things… I had mentioned a few notes that I took from the conference I was at yesterday, in terms of, like.
141 00:19:59.940 ⇒ 00:20:08.530 Robert Tseng: are they going to… are they going to be somebody who just, like, spends time outside of, like, their 9-to-5 and going to events and stuff? Like, they need to kind of be, like.
142 00:20:08.690 ⇒ 00:20:10.270 Robert Tseng: Always, always, like.
143 00:20:10.570 ⇒ 00:20:23.270 Robert Tseng: always just networking with people, I guess, and, to have that type of fearlessness, like, so there’s certain, like, cultural things that I want to, kind of, to get out of it. And then,
144 00:20:23.520 ⇒ 00:20:38.190 Robert Tseng: yeah, just knowing, like, what their… what they’d be looking for in their next role, comp-wise. Like, I… I feel like we just don’t know how to set, a comp range for… for this role right now. Like, I feel like Chris is gonna be on the higher side, like, I feel like he’s gonna be, like, 250.
145 00:20:38.420 ⇒ 00:20:44.089 Robert Tseng: But then, like, I don’t know, maybe Jonathan is… or I guess, like, his,
146 00:20:45.100 ⇒ 00:20:52.959 Robert Tseng: For Nov’s guys, like, what, 130 to 150? So, like, I feel like it’s… it’s just, like, a really wide range right now, and I don’t… I don’t know how to… I don’t know how to set that.
147 00:20:53.810 ⇒ 00:20:59.720 Kaela Gallagher: Yeah, yeah, Pranovska is gonna be base 150, total probably closer to 200.
148 00:21:00.030 ⇒ 00:21:03.059 Kaela Gallagher: So, yeah, I can get… I can get an idea of…
149 00:21:03.370 ⇒ 00:21:09.909 Kaela Gallagher: Compensation as well, too, and once we lay out, like, a commission structure, that will help us better, like.
150 00:21:10.740 ⇒ 00:21:11.360 Kaela Gallagher: I don’t know.
151 00:21:11.360 ⇒ 00:21:25.710 Robert Tseng: I mean, I want to basically commission them similar to how we had the go-to-market, like, I might want to just basically copy-paste… like, ideally, it would be what… I would just copy-paste what Luke had, pretty much. So, I think Luke’s base, and then his, his, like, his commission…
152 00:21:25.710 ⇒ 00:21:34.010 Robert Tseng: structure is basically what I would want to reuse. So I… that would be my preference, but, like, I don’t know, I might have to change.
153 00:21:34.680 ⇒ 00:21:47.430 Kaela Gallagher: Okay, okay. Well, yeah, let me know what you think of the questions, and I’ll reach out to the three of them, set up calls for early next week, and I can kind of do the round one cultural fit relevant experience, call with each of them.
154 00:21:47.910 ⇒ 00:21:54.670 Robert Tseng: Yeah. But I think you were right. It’s you, then Utam, and then… and then me. I think those are the three to talk to.
155 00:21:55.250 ⇒ 00:21:57.570 Kaela Gallagher: Okay, they wouldn’t need to meet with anybody else.
156 00:21:58.190 ⇒ 00:21:59.259 Robert Tseng: No, yeah.
157 00:21:59.470 ⇒ 00:22:04.150 Robert Tseng: I might, I might even just do the call with you, Tom, like, and just try to short, like.
158 00:22:04.360 ⇒ 00:22:06.210 Robert Tseng: make it faster. We’ll just do.
159 00:22:06.210 ⇒ 00:22:11.149 Kaela Gallagher: I was gonna sig… yeah, I was gonna suggest maybe just a 45-minute with both of you guys instead.
160 00:22:11.150 ⇒ 00:22:11.670 Robert Tseng: Yeah.
161 00:22:11.670 ⇒ 00:22:12.250 Kaela Gallagher: Okay.
162 00:22:12.860 ⇒ 00:22:13.500 Robert Tseng: Yeah.
163 00:22:13.500 ⇒ 00:22:17.640 Kaela Gallagher: Ugh, that’s pressure on me, I gotta send only the greatest to you guys for the final.
164 00:22:17.930 ⇒ 00:22:37.670 Robert Tseng: No, I mean, I know I was, like, being… kind of jumping the gun and sending you a few people, but, like, I don’t know, this is, like, such an urgent hire for me that I was, like, I gotta just get… and I think, like, they just, like, came at the right time. Like, oh, these are all interesting people looking for roles right now that are kind of fitting what we’re looking for. So, yeah. Yeah.
165 00:22:37.950 ⇒ 00:22:44.480 Kaela Gallagher: We can move… we can move quickly, too, because my… my LinkedIn messages are not, hitting like they usually do, so…
166 00:22:44.480 ⇒ 00:22:51.540 Robert Tseng: Yeah, I know you told me that it was, like, 10%, so that… I kind of took that, and I was like, okay, I’m gonna try to find… I’m gonna try to find some people, so…
167 00:22:51.540 ⇒ 00:22:52.060 Kaela Gallagher: Cool.
168 00:22:52.060 ⇒ 00:22:52.570 Robert Tseng: Yeah.
169 00:22:52.570 ⇒ 00:22:53.970 Kaela Gallagher: Alright, awesome.
170 00:22:54.470 ⇒ 00:23:05.740 Robert Tseng: Okay, cool. Route’s not here, so we’ll skip his, but maybe we kind of spend some time talking about the other ones. So, is this, I guess, Rico, is this, is this yours?
171 00:23:05.740 ⇒ 00:23:06.290 Rico Rejoso: Yep.
172 00:23:06.920 ⇒ 00:23:07.600 Robert Tseng: Okay.
173 00:23:08.450 ⇒ 00:23:11.679 Robert Tseng: then… Yeah, you wanna walk us through it?
174 00:23:12.490 ⇒ 00:23:14.700 Rico Rejoso: Definitely. For…
175 00:23:15.410 ⇒ 00:23:27.809 Rico Rejoso: Our object… objectives for this quarter is to… same with, this one is the same with what we have last quarter, which is to centralize ops requests into linear and random triage.
176 00:23:27.900 ⇒ 00:23:35.359 Rico Rejoso: With SLAs and also clean closures, that’s one thing that I’ve added to make sure that whenever we close any requests, we also inform
177 00:23:35.360 ⇒ 00:23:50.429 Rico Rejoso: the requester, and we also put in a comments linear, so that’s one of our KPIs that I’ve added here, which is 90% of our centralized tickets leave triage within one business day or 24 hours. And no… or, no…
178 00:23:50.450 ⇒ 00:23:51.570 Rico Rejoso: orphan don’t…
179 00:23:53.310 ⇒ 00:24:00.600 Rico Rejoso: or every done figot has a request for confirmation or a documented handoff in linear comments. So, that’s one thing.
180 00:24:01.660 ⇒ 00:24:06.769 Rico Rejoso: I’ve also tried to, what do you call this?
181 00:24:09.220 ⇒ 00:24:22.289 Rico Rejoso: try to get data of how we can, get this one. As of now, I was trying to brainstorm with Chris throughout the week, and I don’t think they can track whenever a ticket comes from Triage or,
182 00:24:23.060 ⇒ 00:24:32.639 Rico Rejoso: or if we can, once they come off 3D, if they can all, track it from then, or once… or after it’s closed. So I’m doing this manually for now, but…
183 00:24:33.040 ⇒ 00:24:44.770 Rico Rejoso: making sure that all tickets that were requested are done within 24 hours, or have been moved through in progress or leadership review within 24 hours. So this one is currently on track, and also.
184 00:24:44.840 ⇒ 00:24:57.060 Rico Rejoso: all tickets that was requested has a confirmation, either a Slack direct message or a comment in Liner that it has been done or has been handed off to the requester itself.
185 00:24:58.500 ⇒ 00:25:04.440 Robert Tseng: Got it. I’m just gonna simplify your language a little bit, but I think this, that one makes sense to me.
186 00:25:04.950 ⇒ 00:25:05.550 Rico Rejoso: Okay.
187 00:25:05.720 ⇒ 00:25:25.480 Rico Rejoso: Second would be keeping our cash timing visible and outcome-oriented. That includes age, aging, and also making, just to better track our, AR, invoice, or, account receivable, or invoices that were sent out. Having it on linear is one thing. So, I mean, since I’ve been work, whenever I work, or
188 00:25:25.520 ⇒ 00:25:40.129 Rico Rejoso: it’s part of my daily routine to always check liner for any requests or any tickets that were stalled for a couple of, past couple of days. So, I prefer that we keep the AR, or record all invoices
189 00:25:40.360 ⇒ 00:25:57.950 Rico Rejoso: in linear, once it’s past their net 15 or 30, whichever it is. So, another one, same concern, would be the other KPI here, which is the 100% of invoices past the net 15 or 30. This one is also a monthly review, so every… we cannot really say if we are off track or on track on it.
190 00:25:58.080 ⇒ 00:26:03.140 Rico Rejoso: Unless after the net 15 or net 30, or after a month, I guess.
191 00:26:03.650 ⇒ 00:26:05.680 Rico Rejoso: So right now, it’s off, since in workers.
192 00:26:05.680 ⇒ 00:26:11.190 Robert Tseng: So… Let me try to just, like, think through the consequences of this. So…
193 00:26:12.610 ⇒ 00:26:17.789 Robert Tseng: If we have most ARAP,
194 00:26:20.520 ⇒ 00:26:39.110 Robert Tseng: Yeah, basically, if people get paid on time within 30 days, then… and we get our money within 30 days, yeah, I mean, this seems very important. It’s basically what this goal is, is, like, making sure that we’re not behind on, like, invoices and also payments to…
195 00:26:39.130 ⇒ 00:26:46.930 Robert Tseng: People within… within… like, I guess 30 days, like, 30 days of their… of their deadline, or, like.
196 00:26:47.240 ⇒ 00:26:52.199 Robert Tseng: I mean, I feel like everyone’s on different payment terms, so I’m not… maybe I’m not misunderstanding.
197 00:26:52.200 ⇒ 00:27:03.449 Rico Rejoso: I have a couple of folks here who are on a different payment term, but those are, like, old folks, but new, new incoming folks are, basically all of them are in net 30 payment.
198 00:27:04.270 ⇒ 00:27:04.740 Robert Tseng: Got it.
199 00:27:04.890 ⇒ 00:27:08.489 Rico Rejoso: Keeping track of those small folks that have different payment terms.
200 00:27:11.950 ⇒ 00:27:12.760 Rico Rejoso: Okay.
201 00:27:12.760 ⇒ 00:27:15.429 Robert Tseng: Well, then, in that case, is this more like…
202 00:27:18.480 ⇒ 00:27:20.060 Robert Tseng: Oh, yeah, I…
203 00:27:20.060 ⇒ 00:27:22.750 Rico Rejoso: I mean, this is dependent… I mean, the AP.
204 00:27:22.750 ⇒ 00:27:24.210 Robert Tseng: Yeah, what are the dependencies? Yeah.
205 00:27:24.570 ⇒ 00:27:25.890 Robert Tseng: Depending on the…
206 00:27:25.890 ⇒ 00:27:44.929 Rico Rejoso: Yeah, they are right. So we, we’ve already discussed a couple of steps that we can take on to make sure that we receive, or we receive payments from our clients on time, which we already discussed with Holly from the legal team earlier, which is ACH and our CC option, payment terms.
207 00:27:44.930 ⇒ 00:27:45.420 Robert Tseng: Yeah.
208 00:27:45.420 ⇒ 00:28:00.159 Rico Rejoso: which are still rolling, or we’re still in discussion, so we don’t have any final, decision on what comes next. We’re just adding a language on our contract so that, new clients that we will be signing on that will be… it is applicable for them moving forward.
209 00:28:00.300 ⇒ 00:28:01.100 Rico Rejoso: Right? Great.
210 00:28:01.100 ⇒ 00:28:06.389 Robert Tseng: Okay, love that. I think that’s, like, sorry, did you have anything else you wanted to say there?
211 00:28:06.390 ⇒ 00:28:07.770 Rico Rejoso: No, I’m good, I’m good.
212 00:28:08.180 ⇒ 00:28:08.750 Robert Tseng: Okay.
213 00:28:08.890 ⇒ 00:28:15.620 Robert Tseng: Yeah, I… I mean, for the rest that don’t have context, we got into payment jams this past quarter, and I think
214 00:28:15.980 ⇒ 00:28:16.810 Robert Tseng: you know.
215 00:28:17.190 ⇒ 00:28:27.950 Robert Tseng: it’s… there’s a lot of reasons why it could break down, but a lot of it is if… it’s a cascading effect. If payments don’t come in on time, then it’s hard for us to pay on time. And so…
216 00:28:28.070 ⇒ 00:28:34.350 Robert Tseng: You know, we’re continuing to structure, kind of, our… deals differently. I kind of…
217 00:28:34.770 ⇒ 00:28:43.529 Robert Tseng: I mean, I was… I talked to some people, like, a month ago, and they were like, why don’t you just, like… and for deals under a certain size, just make them pay credit card?
218 00:28:43.920 ⇒ 00:29:01.669 Robert Tseng: And I was like, I don’t know why we didn’t think of that. That seems like it would be a lot faster than us waiting, like, 60 days to be paid. So, yeah, there’s, like, different things that we can do like that to help speed up the AR process. So, what I like about this is, like, there is something that’s within your control, Rico, and that, like.
219 00:29:01.710 ⇒ 00:29:10.560 Robert Tseng: sure, AP is dependent on AR, but, like, we can improve our AR processes as well to try to get passion through the door faster, so…
220 00:29:11.050 ⇒ 00:29:13.000 Robert Tseng: And obviously, like.
221 00:29:13.120 ⇒ 00:29:21.610 Robert Tseng: there’s only so much that you could do, but, like, hopefully you get to learn what those different levers are, like, whether it’s getting CC, getting ACH set up.
222 00:29:21.750 ⇒ 00:29:33.880 Robert Tseng: yeah, I’ve, like, pushing… pushing through Tom to… to get, get the line of credits. Also, like, Leo Luna… I mean, Leo Luna has… our finance team has their, like, way of doing things.
223 00:29:34.100 ⇒ 00:29:37.120 Robert Tseng: But they’re… they’re not as…
224 00:29:37.380 ⇒ 00:29:51.789 Robert Tseng: oh yeah, they’re not, like, within the business, so honestly, like, something I’m thinking about here is, like, are we at the point now where we need to transition to somebody who’s just, like, an internal accountant for us? Because, yeah, like, I…
225 00:29:52.080 ⇒ 00:30:02.579 Robert Tseng: I mean, I know that there have been people on this team this past quarter that didn’t get paid on time, and I understand that’s super frustrating. It’s not the way I want to run
226 00:30:02.650 ⇒ 00:30:14.540 Robert Tseng: run… run business. Like, I… I… but yeah, I think that’s… that’s something I want to try to avoid at all costs. So, yeah, I think we are open to all measures to try to… to, to get…
227 00:30:14.810 ⇒ 00:30:18.990 Robert Tseng: to be able to speed that up. And, yeah, anyway, like, I…
228 00:30:19.440 ⇒ 00:30:30.910 Robert Tseng: that’s… that’s just something that we didn’t really accomplish well in Q1, and I think we need to do better in Q2. So, I think that’s… that’s the context for, I think, why… why this is super important.
229 00:30:33.120 ⇒ 00:30:40.319 Rico Rejoso: Yeah, and one thing, one thing maybe because, we weren’t really keeping track of any ideas that we have, especially for that.
230 00:30:40.320 ⇒ 00:30:54.209 Rico Rejoso: So, as you mentioned, there’s only so much that I can do, and one thing for sure is making sure that I follow up on you guys. You guys are so busy all the time. So, follow up on you guys, any decisions that are pending that could help us, you know, fasten this kind of process.
231 00:30:54.810 ⇒ 00:30:55.360 Robert Tseng: Yeah.
232 00:30:56.480 ⇒ 00:31:12.060 Robert Tseng: Yeah, no, and I think, you know, since you own this, like, in the outcome, like, you can keep us accountable. I think there will be times when we make trade-offs, like, I think, you know, this whole, like, element situation, like, I’ve shared it with bits and pieces to different people already, but, like.
233 00:31:12.170 ⇒ 00:31:21.080 Robert Tseng: We… we’ve been taking a loss on this deal, trying to, like, get them over the line. I’ve learned since then, and we’ll do better. Like, we will not…
234 00:31:21.440 ⇒ 00:31:33.690 Robert Tseng: like, I will… I will make sure that we’re not, like, discounting, like, upfront, and expecting them to… to sign the deal, that they drag their feet on, like, for two… for two additional months. So, yeah, like, I think…
235 00:31:33.800 ⇒ 00:31:41.069 Robert Tseng: I think there are things that we’re doing to avoid being in the same situation before, but yeah, I think these are some of the trade-offs that we have to make, because
236 00:31:41.640 ⇒ 00:31:44.200 Robert Tseng: yeah, like, if…
237 00:31:45.720 ⇒ 00:31:51.850 Robert Tseng: It’s kind of hard to… hopefully you guys can understand, like, it’s hard to be in a… Like.
238 00:31:52.220 ⇒ 00:32:00.489 Robert Tseng: Element went with us because we gave them, like, a good rate to start, and then, like, they’re willing to pay our rates. I’m just… it’s… and it’s…
239 00:32:01.540 ⇒ 00:32:19.650 Robert Tseng: It’s… it’s just… it’s just a hard… it’s just a hard place to be in, because, like, we’re… like, we’re basically just, like, waiting… waiting for the… for the cash to come in, but it’s… it’s just, like, they just keep dragging it out, and our hands are kind of tied, because we’re still, not, like, big enough that we can just walk away from it.
240 00:32:19.710 ⇒ 00:32:34.080 Robert Tseng: Entirely. I think at this point, we can. Like, we secured a couple other deals, so I was trying to tell UTOM it’s fine, and… but I… I understand that that was, like, a big… like, that’s been the most regrettable situation for me.
241 00:32:34.080 ⇒ 00:32:53.430 Robert Tseng: This past quarter, and hopefully we’re at the end of it, but they still haven’t signed to this date, so it’s… it’s like, I don’t… I don’t really know what else… what else I can do on that one. Like, I… I’m ready to let it go, but I still expect them to sign. I just don’t want to be, like, leading… leading the team on and being let on myself on… on that one.
242 00:32:54.290 ⇒ 00:32:59.069 Rico Rejoso: Yeah, you mentioned that they’re just reviewing the, added section on the contract, right?
243 00:32:59.540 ⇒ 00:33:09.730 Robert Tseng: Yeah, I mean, it looks like the progress is there. Like, their general counsel made some… made some comments, but they’re… he’s not… he’s not gonna sign it, because they’re off this week.
244 00:33:10.020 ⇒ 00:33:11.499 Robert Tseng: I’m kind of just…
245 00:33:11.760 ⇒ 00:33:22.820 Robert Tseng: rolling with it, I’m not, like, trying to push them too much right now, because, I don’t know, it’s not gonna make it go any faster, but we still expect them to sign, like, that was the expectation,
246 00:33:22.920 ⇒ 00:33:36.549 Robert Tseng: we’ve halted work for them at this point. We’re not doing anything, until they sign. So, and yeah, like, I… I still have high confidence that it will go through. It’s just unfortunate that it took two additional months than we expected in order for it to go through.
247 00:33:38.240 ⇒ 00:33:39.000 Rico Rejoso: Understood.
248 00:33:39.000 ⇒ 00:33:58.600 Robert Tseng: Okay, cool. Sorry, I know that’s uncomfortable… it’s uncomfortable for me to sit here and just also, like, talk about how… I mean, I consider that to be, like, a messed up situation. So, I… if you have any more questions about it, you can… you can ask me. But yeah, I guess we can… we can move on from that one.
249 00:34:00.700 ⇒ 00:34:13.120 Rico Rejoso: Moving on, next… our next objective will be making policies easy to find and to… and for the important team to follow. So, as we made a lot of progress when it comes to, creating policies.
250 00:34:13.139 ⇒ 00:34:22.979 Rico Rejoso: all over, anything that we’re doing for the company. This quarter around, we’re looking to enforce and making sure that the team would be following or
251 00:34:22.980 ⇒ 00:34:33.220 Rico Rejoso: be compliant with it. First KPI would be to have more than 90% of a team meets Clockify or time tracking target of at least 88% of their hours that are logged.
252 00:34:33.510 ⇒ 00:34:35.019 Rico Rejoso: 20. So basically.
253 00:34:35.020 ⇒ 00:34:37.560 Robert Tseng: Where does the ADA come from? Yeah.
254 00:34:37.870 ⇒ 00:34:53.430 Rico Rejoso: So basically, if you are a full-time employee who are spending 100… or who should be having 160 hours every, every month, you should at least have 140 hours logged in Clockify. One reason, is because, upon
255 00:34:54.250 ⇒ 00:35:01.779 Rico Rejoso: Going through our records in the, not just in the last quarter, but on quarter four, quarter three of 2025,
256 00:35:01.960 ⇒ 00:35:04.809 Rico Rejoso: Knowing that some of our clients are on a,
257 00:35:05.310 ⇒ 00:35:11.659 Rico Rejoso: what do you call this? Hourly? Like, default, right? And some folks that are assigned in default, not logging their hours, we…
258 00:35:12.090 ⇒ 00:35:28.759 Rico Rejoso: could have took a loss on it, especially if we’re not utilizing the 80 hours that we’re supposed to have as a cap for the client. So, having, like, around 140 out of 160 hours is… is, I think would be, like, the minimum requirements for us, I mean, for me to meet,
259 00:35:29.030 ⇒ 00:35:35.870 Rico Rejoso: need to meet these KPI, and I think that would also be beneficial on the delivery and our
260 00:35:36.000 ⇒ 00:35:38.680 Rico Rejoso: I mean, on the finance side of the business, right?
261 00:35:39.340 ⇒ 00:35:41.040 Robert Tseng: Yeah.
262 00:35:41.040 ⇒ 00:35:48.789 Rico Rejoso: I did a quick search last, I mean, for quarter, 3 and 4 for last year. There seems to be, like, 60 hours that were lost.
263 00:35:49.060 ⇒ 00:35:51.559 Rico Rejoso: On just one team member alone, right?
264 00:35:51.670 ⇒ 00:36:03.510 Rico Rejoso: imagine having that every month, and we don’t know if that’s for just one client or three clients. That’s a huge loss for the business. So, we just want to make sure that everyone are just lagging their hours, accordingly.
265 00:36:03.680 ⇒ 00:36:06.309 Rico Rejoso: Or at least 140 hours every month, for full-time, yeah.
266 00:36:06.310 ⇒ 00:36:06.860 Robert Tseng: Yeah.
267 00:36:07.100 ⇒ 00:36:17.139 Robert Tseng: So, in other words, to the other folks, like, we’re basically leaving money on the table, because we didn’t bill these hours. Like, people are not logging hours, and so they don’t end up getting billed, and so it’s like…
268 00:36:17.360 ⇒ 00:36:26.389 Robert Tseng: I mean, we just… we just… it’s a straight, straight loss. It’s a very easy way to recover money. Like, we should just be doing this all the time. So yeah, okay, I understand.
269 00:36:28.810 ⇒ 00:36:33.479 Rico Rejoso: First check today, upon checking our records, we only have 80%.
270 00:36:33.750 ⇒ 00:36:51.609 Rico Rejoso: Out of… I mean, 20 out of 26 folks haven’t reached the 88%, so I’ll probably have to ping them by Monday. I’ve already prepared a message, just have to send it out by Monday to make sure that they log their hours, and this will be monitored weekly, compared to it being more toward last quarter and the previous ones on a monthly basis.
271 00:36:51.910 ⇒ 00:36:53.339 Rico Rejoso: So we can keep track of it.
272 00:36:53.830 ⇒ 00:37:06.250 Rico Rejoso: Okay. Second KPI would be 95% of, out-of-office requests match the policy, making sure that it’s been booked 2 weeks prior. It has, it’s been… there’s a coverage, or…
273 00:37:06.250 ⇒ 00:37:13.999 Rico Rejoso: There’s a team member that will be covering the, out-of-office folks, and yeah, making sure that the policy has been followed.
274 00:37:14.000 ⇒ 00:37:19.989 Rico Rejoso: Right? One thing is that we want to avoid anyone being out of office, especially during crucial,
275 00:37:20.160 ⇒ 00:37:29.660 Rico Rejoso: day of the project, or for a client, right? We can’t miss any deliverables that we set it ourselves for that client. So you want to make sure that.
276 00:37:29.660 ⇒ 00:37:30.450 Robert Tseng: Oh, yeah.
277 00:37:30.640 ⇒ 00:37:38.450 Rico Rejoso: 95% of the out-of-office requests are SB, I mean, out-of-office requests had followed the policy that we set.
278 00:37:39.760 ⇒ 00:37:48.450 Robert Tseng: Yeah, that week when me, Greg, and Awash were all out, probably, like, killed Utom. So, no, definitely do not want that to happen again.
279 00:37:48.590 ⇒ 00:37:52.730 Robert Tseng: That was so bad the week that I was out. Oh my goodness, okay.
280 00:37:53.800 ⇒ 00:37:59.620 Rico Rejoso: And, lastly, it’s making sure that our 100% of or policy.
281 00:37:59.630 ⇒ 00:38:15.470 Rico Rejoso: has an escalation, or has, has all the tags needed for escalation. So basically, the database has been set up for this one. We just have to make sure that it’s been tracked, and everyone has been, sent, or been notified if they, been
282 00:38:15.470 ⇒ 00:38:24.510 Rico Rejoso: non-compliant for a specific policy. This is not just about me enforcing or, you know, playing the cock, safe, or, I mean.
283 00:38:24.540 ⇒ 00:38:32.900 Rico Rejoso: looking out for the policy. It’s also me… it’s also a way for me to make sure that I’ve informed them what the policy is, what to do when it comes to,
284 00:38:32.920 ⇒ 00:38:48.759 Rico Rejoso: to be… when it comes to you being out of office, or when it comes to any Clockify issues and stuff, and recording it, so making sure that that person has… making sure that that person has been already informed, and if they are not following or not being non-compliant at all.
285 00:38:48.760 ⇒ 00:38:55.389 Rico Rejoso: it’s, I think, not a us issue, but a will issue coming from our team members, which we have to…
286 00:38:55.530 ⇒ 00:38:57.540 Rico Rejoso: You know, penalized if ever.
287 00:38:58.780 ⇒ 00:39:04.489 Robert Tseng: Yeah, yeah, so, I mean, Rico, for you, yeah, I think this is fair. Just escalations,
288 00:39:04.690 ⇒ 00:39:22.780 Robert Tseng: yeah, the enforcement, like, yeah, you’re not really just… yeah, you’re not the cop, you know, like, I mean, I don’t want… I don’t want you to just be, you know, bad cop all the time. So, yeah, making sure that people understand what the escalations are. If we do have to do any discipline and stuff, like, you know, that, obviously, we will… we will help… help you there, so, like, you don’t have to… yeah, I guess…
289 00:39:22.900 ⇒ 00:39:27.359 Robert Tseng: Yeah, the next step is, like, formal policy escalation.
290 00:39:28.070 ⇒ 00:39:28.670 Rico Rejoso: And also.
291 00:39:28.670 ⇒ 00:39:29.360 Robert Tseng: Yes.
292 00:39:29.360 ⇒ 00:39:32.080 Rico Rejoso: FYI for, especially for the people off-site.
293 00:39:32.140 ⇒ 00:39:47.609 Rico Rejoso: Whenever a follow… Whenever a policy has been violated or been… let’s say a team member has been non-compliant on a policy, we don’t enforce any, you know, punishment or stuff, since on our contract doesn’t include… we don’t have any employee or employer relationship, since most of our
294 00:39:47.610 ⇒ 00:39:57.710 Rico Rejoso: most of our team members here are independent contractors, right? So the only best way that we can enforce this is through reminding them and making sure that we just have records. So whenever we renew their contract with us.
295 00:39:57.840 ⇒ 00:40:06.259 Rico Rejoso: We have this, you know, basis, if we can renew, or if we can just look for no better options when it comes to being members of that position.
296 00:40:08.520 ⇒ 00:40:15.480 Robert Tseng: Yeah, I mean, this is gonna change this quarter as we do converting people to employees, so I think this is timely.
297 00:40:15.660 ⇒ 00:40:21.130 Robert Tseng: Yeah, I’m not really sure what the best way to word this is. Like, I’m just gonna sit on this a bit more.
298 00:40:21.350 ⇒ 00:40:29.910 Robert Tseng: The formal policy violation… I don’t want to call it violation. Yeah, I think maybe we’re right. 100% of…
299 00:40:30.630 ⇒ 00:40:34.250 Robert Tseng: Policy… Maybe.
300 00:40:36.230 ⇒ 00:40:37.989 Robert Tseng: Okay, maybe this is, like…
301 00:40:38.350 ⇒ 00:40:42.879 Robert Tseng: It’s a ugly word. Okay, yeah, I want to be mindful of that. We can move on.
302 00:40:43.130 ⇒ 00:40:50.660 Robert Tseng: Cool. I guess, Kyle, Kayla, any other questions on, on, on Ricoh’s OKRs?
303 00:40:51.660 ⇒ 00:40:52.919 Kaela Gallagher: No, none on my end.
304 00:40:53.080 ⇒ 00:40:53.630 Brylle Girang: I’m good.
305 00:40:54.480 ⇒ 00:40:55.710 Rico Rejoso: Alright, cool. Thank you, guys.
306 00:40:57.080 ⇒ 00:41:01.949 Robert Tseng: Right, let’s talk through Kayla’s, then.
307 00:41:02.360 ⇒ 00:41:11.719 Kaela Gallagher: Okay, cool. These, like, we all went over together last week, so they should look pretty familiar, but,
308 00:41:11.800 ⇒ 00:41:31.560 Kaela Gallagher: Yeah, in terms of recruiting, my key results that tie into an objective of a lean, reputable recruiting system is posting 3 recruiting-related pieces of content, either on, like, a CEO LinkedIn or on our LinkedIn Brainforge page.
309 00:41:31.560 ⇒ 00:41:39.239 Kaela Gallagher: This has generated a lot of interest for us in the past, so I think this is a sustainable way to generate interest moving forward.
310 00:41:39.680 ⇒ 00:41:43.580 Kaela Gallagher: We already have the first… Post scheduled next week.
311 00:41:44.760 ⇒ 00:41:47.030 Robert Tseng: Okay, I’m, I’m curious, like…
312 00:41:48.490 ⇒ 00:41:53.049 Robert Tseng: I mean, is there a way we… I mean, we’re basically trying to put out, like.
313 00:41:53.850 ⇒ 00:42:06.270 Robert Tseng: we have a… we have a content… we have a content. Is there a way for us to do, like, one a week? Is that, like, possible? Like, I’m not always… we’re not always going to be posting job descriptions, but something that’s, like, it’s like highlighting something about Brainforge, or job posting, or…
314 00:42:06.270 ⇒ 00:42:16.760 Robert Tseng: you know, that… there was this, like, cult… it’s like a culture… culture post that, like, we were kind of doing Q1 before, it wasn’t so regular, but, like, I… I feel like it could be something that would just…
315 00:42:17.550 ⇒ 00:42:20.899 Robert Tseng: You can build up a backlog, and you’re basically scheduling one every week.
316 00:42:21.700 ⇒ 00:42:23.510 Kaela Gallagher: Yeah, I remember…
317 00:42:23.610 ⇒ 00:42:43.099 Kaela Gallagher: We did one with that… that video that was really cool of everybody, like, kind of highlighted our culture, and then at the very end, it was like, oh, are you interested? Like, we have open roles, here’s the link, or whatever. I think a post like that was… that was really cool. The one we’re doing next week is more direct, like, hey, we have these open positions, but…
318 00:42:43.100 ⇒ 00:42:44.360 Kaela Gallagher: Yeah.
319 00:42:44.440 ⇒ 00:42:51.380 Kaela Gallagher: I foresee that. I mean, you have a better pulse of, like, the marketing side than I do. I foresee that being a little bit tough with
320 00:42:51.530 ⇒ 00:42:59.049 Kaela Gallagher: Ryan being gone and Luke being gone, like, I think they kind of used to partner on that, and now it would fall to Hannah.
321 00:42:59.950 ⇒ 00:43:04.439 Robert Tseng: Yeah, so it would just be between you and Hannah, like, you give her the ID, or like, you… yeah.
322 00:43:06.000 ⇒ 00:43:17.159 Kaela Gallagher: Okay, yeah, I mean, that’s how we came up with the one that’s gonna go out next week, so, I could sit down with her and just brainstorm for, like, for the rest of the quarter, like, we could just pump out a bunch of stuff.
323 00:43:17.580 ⇒ 00:43:22.070 Robert Tseng: Yeah, I guess this is a little top of mind for me, because I was like, there’s a dude…
324 00:43:23.210 ⇒ 00:43:29.140 Robert Tseng: I think he does a good job of, like, kind of hyping up his team,
325 00:43:29.760 ⇒ 00:43:35.269 Robert Tseng: sometimes I just, like, check what people are doing. I mean, this is more personal brand, but, like, he highlights something about…
326 00:43:36.110 ⇒ 00:43:43.530 Robert Tseng: Yeah, there’s something about… Team… I don’t know if it’s every week… maybe I had 3 weeks ago…
327 00:43:44.400 ⇒ 00:43:48.169 Robert Tseng: Gonna be… Yeah, he’s not doing it every week.
328 00:43:48.790 ⇒ 00:43:51.839 Robert Tseng: Maybe once a week feels a little bit too much, but…
329 00:43:54.460 ⇒ 00:44:00.840 Robert Tseng: I mean, these are not, like… these are just, like, kind of goofy things about, like, culture, you know? I feel like there’s…
330 00:44:04.520 ⇒ 00:44:12.730 Robert Tseng: So they’re all goofy, okay. I’m just thinking, like, because I think about content production as, like, certain themes that we’re going after.
331 00:44:12.840 ⇒ 00:44:16.790 Robert Tseng: Like, thought leadership needs to come from me and UTAM, and we’re, like.
332 00:44:17.140 ⇒ 00:44:20.639 Robert Tseng: Trying to reboot, just, like, generating our own posts,
333 00:44:20.820 ⇒ 00:44:32.319 Robert Tseng: But yeah, if, like, if, like, culture-related posts come from, like, come from you, and that includes recruiting, that recruits… includes, kind of, like, shout-outs of the team, or whatever, like, I think that…
334 00:44:32.450 ⇒ 00:44:35.419 Robert Tseng: Like, I feel like that’s a way to turn just, like, a…
335 00:44:35.590 ⇒ 00:44:39.779 Robert Tseng: 3 post-target into something that’s more measurable leak-to-lead, you know?
336 00:44:40.670 ⇒ 00:44:45.659 Kaela Gallagher: Okay, so maybe we target more like a bi-weekly cadence?
337 00:44:46.820 ⇒ 00:44:47.410 Robert Tseng: Yeah.
338 00:44:47.780 ⇒ 00:44:49.970 Robert Tseng: Yeah, we can do that.
339 00:44:50.800 ⇒ 00:44:54.850 Kaela Gallagher: And that would be… 6 for the quarter?
340 00:44:57.210 ⇒ 00:44:58.429 Robert Tseng: Yeah, something like that.
341 00:44:58.890 ⇒ 00:45:03.180 Kaela Gallagher: Okay, so we can change that goal to 6, and then I’ll put it on my…
342 00:45:03.610 ⇒ 00:45:08.360 Kaela Gallagher: radar to just meet with Hannah and… Kind of crank that out.
343 00:45:09.220 ⇒ 00:45:14.139 Brylle Girang: Are we also asking, like, the other team members to post content?
344 00:45:14.590 ⇒ 00:45:32.049 Robert Tseng: Not officially yet, I kind of teased that today. I think that’s what we should do. Like, you know, we… I don’t think we were that constrained by, like, Luke and Ryan’s, like, posting. Like, I think, you know, we’ve learned from that, that sure, when they were, like, scrambling to put out 12 posts a week.
345 00:45:32.050 ⇒ 00:45:46.740 Robert Tseng: there was no difference in, like, the quality of the output, because it was coming from me and Utam’s accounts, still, when we, like, dropped it down to, like, 4 or 6, or whatever. So, I feel like to get, like, the wider network effect, if more people on the team are posting more, that’s gonna help more.
346 00:45:46.740 ⇒ 00:46:04.290 Robert Tseng: I don’t really have an OKR for that right now, but I kind of want to create, like, some sort of incentive that gets people to just rely on, like, the things that we’ve already… like, we have, like, these tools to help draft posts. It’s, like, basically what Ryan was doing. So, you know, it’s kind of like, people can spend, like, the…
347 00:46:04.510 ⇒ 00:46:09.070 Robert Tseng: 30 minutes a week, and just, like, draft a couple things and share.
348 00:46:09.330 ⇒ 00:46:19.009 Robert Tseng: you know, share it with their network like that, that would help cross… that cross-posting and kind of turning everyone in Brainforge into a LinkedIn content creator, like.
349 00:46:19.320 ⇒ 00:46:23.120 Robert Tseng: I feel like could be a way to increase our distribution.
350 00:46:24.120 ⇒ 00:46:24.700 Brylle Girang: Yeah.
351 00:46:27.420 ⇒ 00:46:28.110 Kaela Gallagher: That sounds good.
352 00:46:28.840 ⇒ 00:46:46.259 Brylle Girang: I was asking, because Kayla, you remember, I had the referral, and then that referral was actually cautious of Brainforge, because he doesn’t see anyone else posting about the company, it’s just Robert and Otam for now. So we really need better visibility from the other people.
353 00:46:47.010 ⇒ 00:46:53.290 Kaela Gallagher: Hmm, okay, that’s really good to know, like, from the candidate perspective. Good point.
354 00:46:54.550 ⇒ 00:46:55.480 Kaela Gallagher: Okay.
355 00:46:56.060 ⇒ 00:46:57.970 Kaela Gallagher: Alright, yeah, and maybe, like.
356 00:46:58.960 ⇒ 00:47:08.309 Kaela Gallagher: these 6 pieces of content, like, maybe, you know, one can come from my account, like, they can come from different sources, we can get a little creative on these.
357 00:47:08.970 ⇒ 00:47:27.880 Kaela Gallagher: Okay, I like these ideas, cool. Yeah, the next… next goal is to obtain 5 referred candidates from current team members. They need to pass initial screening and at least get into the interview process for it to count as, like, a qualified referral for me. So,
358 00:47:28.230 ⇒ 00:47:46.559 Kaela Gallagher: We have one in the interview process going to finals right now from Jasmine, and then we’re kind of entertaining one from Pranav, too, on the partnership side, so excited to see that, coming, and I’ll continue to talk about it in team meetings and send messages out to the channel, too, to try and, garner referrals.
359 00:47:48.000 ⇒ 00:47:54.260 Kaela Gallagher: Yeah, I feel like referrals is, like, the most, kind of, sustainable…
360 00:47:54.780 ⇒ 00:48:07.880 Kaela Gallagher: way to attract talent, and it’s also a good indicator if your current team is happy and enjoying their work, they’re going to be more willing to bring in their friends and referrals.
361 00:48:08.770 ⇒ 00:48:14.119 Robert Tseng: Yeah, so similar feedback from this one. I feel like there is a way to turn this into a KPI, where, like.
362 00:48:14.790 ⇒ 00:48:18.150 Robert Tseng: If it’s not, like, a number, it’s, like, of the…
363 00:48:18.350 ⇒ 00:48:22.380 Robert Tseng: you know, percentage of candidates that come in… I don’t know if we’re tracking, like.
364 00:48:22.830 ⇒ 00:48:28.889 Robert Tseng: you know, Garrett was a referral, Jarrell, I mean, there’s, like, all these people that have come, and Advate was not… I mean, I don’t know, like, maybe it’s…
365 00:48:29.180 ⇒ 00:48:36.389 Robert Tseng: Like, 50% of… people coming in is, like, a referral, or I don’t know what that…
366 00:48:36.460 ⇒ 00:48:40.320 Robert Tseng: what the… what the calculation would be. But, like, that to me.
367 00:48:40.370 ⇒ 00:48:43.750 Robert Tseng: It’s… that number may not change week to week, but, like.
368 00:48:43.750 ⇒ 00:49:00.910 Robert Tseng: you know, if it goes below, then that just means you need to go and get more… that pushes you to go and get more referred candidates from the team. And then, like, if you’re always having a steady flow of referred… referrals from… from… from the current team, then, like, that’ll stay above the threshold, you know? Like, that’s… that’s how I… that’s how I see this a bit more.
369 00:49:02.120 ⇒ 00:49:02.890 Kaela Gallagher: Hmm.
370 00:49:03.800 ⇒ 00:49:12.070 Kaela Gallagher: I just don’t think that we have… a way to… Track that currently?
371 00:49:12.370 ⇒ 00:49:13.390 Kaela Gallagher: And…
372 00:49:14.140 ⇒ 00:49:30.130 Kaela Gallagher: Personally, for me, I think it’s a little bit more… I know it doesn’t make as much sense, like, week to week to track it, but it’s a little bit more motivating to, like, see, okay, by the end of the quarter, I need 5, and, like, every time I get one, it becomes, like, more exciting, in a way.
373 00:49:31.900 ⇒ 00:49:38.240 Robert Tseng: Yeah… I just… don’t feel like I want to… I mean…
374 00:49:39.290 ⇒ 00:49:49.890 Robert Tseng: are we going to hire 5 more people this quarter? Like, I don’t even really know that right now. It just feels like this would be a moving target. Like, I… I think…
375 00:49:50.210 ⇒ 00:49:57.569 Robert Tseng: it’s kind of, like, why I choose not to set, like, specific numbers on, like, sales pipeline. Like, I…
376 00:49:57.680 ⇒ 00:50:03.860 Robert Tseng: kind of know what my capacity is as just myself with the hours that I have. Like, I could probably.
377 00:50:03.860 ⇒ 00:50:04.750 Kaela Gallagher: manage.
378 00:50:04.750 ⇒ 00:50:08.580 Robert Tseng: Around 15 to 20, 20 leads with, around, what, like, 2…
379 00:50:08.610 ⇒ 00:50:12.260 Robert Tseng: 2 to 5… 2 to 3 hours a… two… two to three hours a week.
380 00:50:12.290 ⇒ 00:50:30.500 Robert Tseng: yes, we brought in Jarrell, he hasn’t added pipeline yet. We may bring in other sellers, we may bring in this partners manager, and, like, the number, like, may increase, but, like, I think the quality is more indicative than the volume is, and I… like, I feel like that should be how we treat, like.
381 00:50:30.660 ⇒ 00:50:37.580 Robert Tseng: recruiting as well. Like, it’s not just about the number of net new people that we bring in. Like, I think it’s…
382 00:50:37.740 ⇒ 00:50:39.780 Robert Tseng: Like, if you’re… if… you know, to me.
383 00:50:40.260 ⇒ 00:50:52.199 Robert Tseng: where you’re saying that, like, referral… if referral candidates are so important for culture and their higher quality hires, then yeah, I think that should be reflected in, like, the… in the percentage of our,
384 00:50:52.440 ⇒ 00:50:59.010 Robert Tseng: like, of our new candidates, or as a percentage of our team. Like, I think that’s… that’s a… that’s something that you can…
385 00:50:59.140 ⇒ 00:51:11.169 Robert Tseng: like that, you know, if we’re in a healthy state, then you don’t really have to do anything, and it will just, like, stay the same, you know, week to week, and you still get… and you still hit that target. But it’s like, if we…
386 00:51:12.570 ⇒ 00:51:17.690 Robert Tseng: You know, if the scenario plays out, and… You know, people who…
387 00:51:18.640 ⇒ 00:51:22.870 Robert Tseng: Well, yeah, I guess… do you understand, like, what I mean? Like, the…
388 00:51:23.330 ⇒ 00:51:25.720 Kaela Gallagher: Yeah, yeah, yeah. Like, a referral…
389 00:51:25.720 ⇒ 00:51:29.050 Robert Tseng: But that’s how we turn into… that’s how we turn a result into a KPI.
390 00:51:29.350 ⇒ 00:51:33.670 Kaela Gallagher: Right, and a referral doesn’t mean anything. We don’t end up… hiring them.
391 00:51:33.910 ⇒ 00:51:35.200 Kaela Gallagher: Right? Right.
392 00:51:35.740 ⇒ 00:51:42.389 Kaela Gallagher: Maybe we make it that…
393 00:51:42.980 ⇒ 00:51:49.269 Kaela Gallagher: Referred candidates are a certain percentage of the offers that we extend.
394 00:51:49.510 ⇒ 00:51:56.849 Robert Tseng: I think that’s more fair than… yeah, I think to the… as a percentage of the first step of the interview, that doesn’t really make sense either, because you’re gonna get a lot more candidates.
395 00:51:56.850 ⇒ 00:52:09.550 Robert Tseng: But yeah, it’s like, if we say, like, the offer that we extend is… yeah, we can just… up to you to decide what the step is, whether it’s the actual hire, the step of the offer, like, I think those make sense to me.
396 00:52:11.070 ⇒ 00:52:13.560 Kaela Gallagher: Okay, and then week to week…
397 00:52:14.620 ⇒ 00:52:23.770 Kaela Gallagher: I don’t know, I guess that’s… that could be tough to track, especially in the beginning, because, like, over the next two weeks, we might only have one hire, for example, or one offer.
398 00:52:25.600 ⇒ 00:52:39.180 Robert Tseng: Yeah, well, I’m saying, like, I don’t know what the current baseline is, kind of like what Rico said. He took a look, right now it’s, like, 83%, and so he sets the target at, like, 88%. So, of the… of the offers that we’ve extended over the past…
399 00:52:39.400 ⇒ 00:52:47.620 Robert Tseng: I don’t know, quarter? Like, what was that percentage? And maybe we use that as, like, kind of the trailing 3-month average, and, like, you’re just trying to keep that above a certain threshold.
400 00:52:48.050 ⇒ 00:52:53.140 Kaela Gallagher: Yeah, I mean, out of the most recent 4 people we’ve brought in, 3 of them were referrals.
401 00:52:54.770 ⇒ 00:52:56.300 Robert Tseng: Yeah, so…
402 00:52:56.550 ⇒ 00:53:05.359 Robert Tseng: I think that makes sense to me, like, if we’re trying to keep that… that means, you know, the number can’t be below 75%, otherwise that’s just, like.
403 00:53:05.720 ⇒ 00:53:10.640 Robert Tseng: I don’t know, maybe it… does 80% make sense? Like, does… .
404 00:53:13.100 ⇒ 00:53:16.629 Kaela Gallagher: Then are we going to, like, skew our…
405 00:53:18.010 ⇒ 00:53:21.020 Robert Tseng: Isn’t that what you want? Like, you want more people to be referred, right?
406 00:53:21.900 ⇒ 00:53:29.520 Kaela Gallagher: I want… I want more referred candidates to come in the pipeline, but I don’t want us to be biased when we get to.
407 00:53:29.520 ⇒ 00:53:30.270 Robert Tseng: I see.
408 00:53:30.270 ⇒ 00:53:37.870 Kaela Gallagher: We have three candidates, and one of them’s a referral to be like, oh, let’s just bring in the referred candidate, because it’s gonna get us to hit the bonus, the metric.
409 00:53:38.080 ⇒ 00:53:49.209 Kaela Gallagher: Like, I don’t want us to be skewed in the decision-making process towards a referred candidate. I just want referred candidates to come in the pipeline, because it shows me that the current team is happy, and I’m getting more candidates.
410 00:53:50.870 ⇒ 00:53:58.740 Robert Tseng: Well, I mean, I feel like there’s inherent, like, protect guardrails against that. Ultimately, like…
411 00:53:59.740 ⇒ 00:54:04.070 Robert Tseng: I mean, you’re not making the decision on the hire, necessarily, like, it’s…
412 00:54:04.510 ⇒ 00:54:14.839 Robert Tseng: whoever… whatever team, whichever… like, if it’s somebody that you’re trying to place on Jasmine’s team, like, it’s still gonna be her decision, and
413 00:54:15.610 ⇒ 00:54:31.439 Robert Tseng: I don’t know, would she bias towards the referral, just because, you know, you tell her, like, hey, Jasmine, help me out, like, just bring the person that I referred, like, I don’t know, is that… is there actually a bias? Like, I would question that.
414 00:54:36.460 ⇒ 00:54:38.080 Kaela Gallagher: I think that there could be.
415 00:54:38.280 ⇒ 00:54:41.020 Kaela Gallagher: I think that there could be. And…
416 00:54:42.100 ⇒ 00:54:47.730 Kaela Gallagher: To me, the goal is, like, not to have a certain amount of our team
417 00:54:48.580 ⇒ 00:54:54.060 Kaela Gallagher: Already know other people on the team, or be friends with the rest of the team.
418 00:54:54.200 ⇒ 00:55:00.740 Kaela Gallagher: And, like, to have us just bring in our friends. The goal is… that…
419 00:55:01.700 ⇒ 00:55:09.920 Kaela Gallagher: That we’re getting, like, good candidates in the pipeline, like, high-quality candidates in for our roles.
420 00:55:11.850 ⇒ 00:55:14.080 Kaela Gallagher: I don’t know. I don’t know.
421 00:55:17.720 ⇒ 00:55:19.629 Robert Tseng: Yeah, I hear you, I see you.
422 00:55:21.130 ⇒ 00:55:26.120 Kaela Gallagher: I was gonna say, I understand the way it’s written is, like, harder to track on a weekly basis.
423 00:55:27.080 ⇒ 00:55:27.820 Kaela Gallagher: But…
424 00:55:27.820 ⇒ 00:55:28.470 Robert Tseng: Yeah.
425 00:55:30.400 ⇒ 00:55:35.580 Kaela Gallagher: I don’t know that measuring the percentage of our team coming from referrals is going to, like.
426 00:55:35.700 ⇒ 00:55:37.190 Kaela Gallagher: be of benefit.
427 00:55:40.750 ⇒ 00:55:55.099 Robert Tseng: Yeah, I mean, I’m open to other ways of calculating it, I just… I feel like if I basically took this and I put this on the sales side, this is just like, okay, I need to go and get, like, 5 referred deals from the team.
428 00:55:55.600 ⇒ 00:56:00.170 Robert Tseng: That doesn’t… That doesn’t feel like it’s…
429 00:56:00.370 ⇒ 00:56:05.530 Robert Tseng: like, that could be a way that I fill, like, the pipeline, but, like, that… that to me is not, like, a…
430 00:56:06.510 ⇒ 00:56:14.289 Robert Tseng: like, I feel like it’s too easy to do that. It’s kind of maybe what I’m… why… why I don’t…
431 00:56:15.930 ⇒ 00:56:26.990 Robert Tseng: like, just, like, setting a milestone, and just saying that that’s kind of the thing that we need to go and get. Like, it just… like, the number feels arbitrary, it’s not really…
432 00:56:28.410 ⇒ 00:56:34.730 Robert Tseng: like, it’s not that systematic about it, right? It’s like, okay, so what if we get 5 people that make it to the first round?
433 00:56:35.290 ⇒ 00:56:44.459 Robert Tseng: And then they don’t… they don’t make… don’t make it through. Like, did that actually create, like, the repeatable recruiting system that you’re talking about? So, that’s why I… I…
434 00:56:44.860 ⇒ 00:56:48.460 Robert Tseng: I don’t necessarily think the metric that I gave you, like.
435 00:56:48.820 ⇒ 00:56:59.149 Robert Tseng: is the best one, but I think there is a… I think there’s probably another way to think about… your bet is, you know, if you take numbers out of it.
436 00:56:59.290 ⇒ 00:57:05.999 Robert Tseng: That referred candidates are… are better… I mean, the quality is better, right? And so…
437 00:57:06.100 ⇒ 00:57:13.059 Robert Tseng: like, how do you turn that into, like, something that we can measure, like, week to week? And if not week to week, like, something close enough, like.
438 00:57:13.140 ⇒ 00:57:20.219 Robert Tseng: even, like, this one of, like, 6… I might, like, turn it to bi-weekly, or I might even say it should be weekly. Like, we should be, kind of.
439 00:57:20.220 ⇒ 00:57:34.060 Robert Tseng: having enough content to share. Like, I… I’m not completely sold that, like, 6 is the right number, too. Like, I feel like all the other things that we’re tracking here are all, like, things that can be measured week to week, and I think that’s intentional.
440 00:57:34.640 ⇒ 00:57:43.020 Kaela Gallagher: Yeah, okay. Yeah. So maybe it’s even that, you know, 5 make it to the final round or something, and that makes it more of a challenge, and then also…
441 00:57:44.160 ⇒ 00:57:46.649 Kaela Gallagher: I don’t know. Okay, I’ll brainstorm on that one.
442 00:57:47.190 ⇒ 00:57:47.780 Robert Tseng: Yeah.
443 00:57:48.670 ⇒ 00:57:49.809 Kaela Gallagher: Okay. Okay.
444 00:57:50.520 ⇒ 00:58:03.569 Kaela Gallagher: people. Okay, so building clarity in roles, ownership, and team structure. So, one thing we discussed was building out an org chart covering our team. It’ll make it easier for
445 00:58:03.570 ⇒ 00:58:10.899 Kaela Gallagher: People to just understand the structure of the org, and then also, as we make new hires, understanding where they will fit in.
446 00:58:10.960 ⇒ 00:58:20.089 Kaela Gallagher: This one, we have some brainstorming to do on, like, where… where to store this.
447 00:58:20.640 ⇒ 00:58:23.700 Kaela Gallagher: But, yes, this will be the goal.
448 00:58:24.270 ⇒ 00:58:27.840 Robert Tseng: Yeah, so why I think this is a good one is that, like.
449 00:58:28.340 ⇒ 00:58:44.970 Robert Tseng: yeah, you’re starting from zero, so you have to actually build it first, and then, like, we add new people, so new people have to be incorporated into it, and the org structure may change as well. And so there is, like, a weekly component to it, where, like, this is a dynamic thing that can be measured week to week, right? Like, I feel like that this one makes sense to me, yeah.
450 00:58:44.970 ⇒ 00:59:03.389 Kaela Gallagher: Okay, so this one will stay off track until the org chart is created. Cool. Right. Okay. Developing standardized job descriptions for 100% of roles, and this would be both our active team members and then also for expected new hires, so everybody understands,
451 00:59:04.410 ⇒ 00:59:07.370 Kaela Gallagher: Exactly what’s expected of them, basically.
452 00:59:08.580 ⇒ 00:59:13.030 Robert Tseng: Yeah, I think this one is…
453 00:59:15.210 ⇒ 00:59:20.889 Robert Tseng: for active, it definitely makes sense. For expected, I wonder if this is even realistic for you, because, like, you know, I…
454 00:59:21.020 ⇒ 00:59:23.280 Robert Tseng: Partner of Manager. We talked about it this week.
455 00:59:23.440 ⇒ 00:59:27.880 Robert Tseng: Yeah, you did a great job of, like, kind of putting something together, and we’re, like, gonna iterate on it.
456 00:59:27.990 ⇒ 00:59:33.759 Robert Tseng: I wouldn’t necessarily say that it’s standardized, like, maybe I don’t understand, like, the standardized part.
457 00:59:34.210 ⇒ 00:59:42.720 Robert Tseng: Yeah, like, what’s… what’s kind of, like, if you had more words to describe what you’re trying to achieve here, like, what… like, what’s, like, the… like, what do you, what do you think this is?
458 00:59:43.480 ⇒ 00:59:50.249 Kaela Gallagher: Yeah, I think, like, there are people at the organization whose role has changed.
459 00:59:50.820 ⇒ 01:00:01.050 Kaela Gallagher: 3 or 4 times, and so the contract that they were initially handed with a job description is no longer relevant at all, and so…
460 01:00:01.480 ⇒ 01:00:18.370 Kaela Gallagher: developing, like, job descriptions that are relevant, like, gives them an understanding of their areas of responsibility. It gives other people in the company an understanding of other people’s areas of responsibility, and, like, where there’s overlap, and who’s supposed to own what.
461 01:00:19.870 ⇒ 01:00:20.770 Robert Tseng: Yeah.
462 01:00:20.920 ⇒ 01:00:30.589 Kaela Gallagher: So, for example, like, B, you’re doing a different role than you were initially hired for. I know Amber’s doing that, too. Like, a lot of people’s roles have just changed.
463 01:00:31.480 ⇒ 01:00:32.270 Robert Tseng: Yeah.
464 01:00:33.860 ⇒ 01:00:41.070 Kaela Gallagher: And then, we can also kind of, like, tie these into the org chart, too, like… you know.
465 01:00:41.930 ⇒ 01:00:45.399 Kaela Gallagher: people’s titles are hyperlinked with the JD.
466 01:00:47.710 ⇒ 01:00:48.410 Robert Tseng: Yeah.
467 01:00:48.760 ⇒ 01:00:56.159 Robert Tseng: Okay, that makes sense to me. I mean, I adjusted the language a bit. Does that feel right? Yeah. Okay.
468 01:00:56.600 ⇒ 01:01:00.870 Kaela Gallagher: Yeah, and this is something U-Tommerce requested as well.
469 01:01:01.390 ⇒ 01:01:02.120 Robert Tseng: Yeah.
470 01:01:05.440 ⇒ 01:01:07.749 Robert Tseng: Okay, that makes sense.
471 01:01:08.710 ⇒ 01:01:25.880 Kaela Gallagher: This next one, maybe I would actually move to, like, my onboarding objective, but the goal is to partner with managers and have ramp-up plans, 30, 60, 90 plans for all of our new hires. The goal is to have it ready by day one, when they walk in the door.
472 01:01:28.260 ⇒ 01:01:37.500 Kaela Gallagher: And this is important, I think, for obvious reasons, but if you know what’s expected of you, you can ramp up more quickly and,
473 01:01:37.580 ⇒ 01:01:48.709 Kaela Gallagher: Yeah. You know, bring success to the organization more quickly. So, I know, Robert, we’ve already, like, partnered on these a lot, but, yeah. Definitely a goal moving forward.
474 01:01:49.530 ⇒ 01:01:54.969 Robert Tseng: Yeah, no, that makes sense. I just kind of checked it into the other one for now, we can kind of simplify the language, but…
475 01:01:55.140 ⇒ 01:01:59.580 Robert Tseng: Okay, yeah, this one is super clear. Great, okay.
476 01:02:00.260 ⇒ 01:02:13.289 Kaela Gallagher: Okay, cool. And then transitioning team to, a compliant employment structure, so, obviously, like, a huge priority for us, converting to W-2, and then, being able to provide healthcare benefits along with that.
477 01:02:13.940 ⇒ 01:02:23.130 Robert Tseng: Yeah, so, like, this one, I would probably talk to people, and I would rather turn this into, kind of, like, a spot bonus, you know, for you, rather than a KPI, because this is, like, not really something that we…
478 01:02:23.340 ⇒ 01:02:42.709 Robert Tseng: track week to week. Obviously, it’s kind of like… yeah, so I feel like that feels more… it’s like a… if you accomplish this, like, it’s a… it’s a bonus on your quarterly, but, like, I… it feels like it shouldn’t be something that we necessarily… unless it’s helpful for you to, like, talk… I think there’s ways to talk about it regularly without it being, like, something that you would have to track week to week.
479 01:02:43.320 ⇒ 01:02:44.650 Kaela Gallagher: Okay, cool.
480 01:02:44.790 ⇒ 01:02:46.310 Kaela Gallagher: Yeah, so…
481 01:02:50.190 ⇒ 01:02:52.820 Robert Tseng: Cool, and the next… So, yeah.
482 01:02:53.510 ⇒ 01:03:01.799 Kaela Gallagher: is… delivering… High quality and consistent onboarding experience.
483 01:03:02.920 ⇒ 01:03:03.460 Robert Tseng: Yeah.
484 01:03:03.460 ⇒ 01:03:09.680 Kaela Gallagher: So, this one, obviously, like… Measuring success here is going to be a lot of, like.
485 01:03:10.130 ⇒ 01:03:26.579 Kaela Gallagher: kind of surveying new employees, asking for feedback, but, like, we have worked a lot on our onboarding guide. Bea and I are partnering on it, as well, to kind of add more of, like, the learning and development side, more AI tooling to it.
486 01:03:26.580 ⇒ 01:03:34.790 Kaela Gallagher: I’ve adjusted the orientation deck every single time I’ve done an orientation deck, so it’s always an iteration, but I feel like we have a good plan built out right now.
487 01:03:34.940 ⇒ 01:03:44.480 Kaela Gallagher: Rico and I kind of tag-team, the onboarding, logistics behind the scenes, and then I’m kind of, like, the face of the experience.
488 01:03:44.730 ⇒ 01:04:02.880 Kaela Gallagher: So yeah, pilot it with at least 2 new hires. The full program, the final survey goes out to them at 90 days, so it will take, like, the entire quarter, I will say, to, like, probably get a full start-to-finish onboarding experience survey completed.
489 01:04:03.500 ⇒ 01:04:11.090 Robert Tseng: Yeah, this one’s interesting, because it kind of… you… you partner with Ricoh and be on this one.
490 01:04:11.420 ⇒ 01:04:16.209 Robert Tseng: It’s, like, not something that you do that’s just under your, kind of.
491 01:04:16.440 ⇒ 01:04:19.359 Robert Tseng: Just under you, right? So, how do we…
492 01:04:20.090 ⇒ 01:04:26.870 Robert Tseng: Either isolate this, or return this into, like, a team, like, overall, like… Milestone to hit, like…
493 01:04:27.270 ⇒ 01:04:34.230 Robert Tseng: I don’t… I guess… yeah, I’m wondering, is this… is this something that we need to even measure at week to week?
494 01:04:35.090 ⇒ 01:04:39.590 Kaela Gallagher: Yeah. I feel like this one goes hand-in-hand with, like, the next one, too, like…
495 01:04:40.240 ⇒ 01:04:46.590 Kaela Gallagher: Obviously, not just conducting the onboarding program, but then receiving, like, positive feedback.
496 01:04:46.990 ⇒ 01:05:03.459 Kaela Gallagher: One of the OKRs last quarter was to implement Work Leap, but ultimately, like, budget kind of put that on pause, so maybe that’s something we bring back this quarter, because it would allow us to measure the onboarding experience, but then also pulse check the rest of the organization.
497 01:05:04.130 ⇒ 01:05:04.690 Robert Tseng: Yeah.
498 01:05:06.350 ⇒ 01:05:07.140 Robert Tseng: Okay.
499 01:05:07.460 ⇒ 01:05:11.610 Robert Tseng: I mean, let me do a quick time check. Are we still good? Are you guys…
500 01:05:11.850 ⇒ 01:05:13.740 Robert Tseng: How are… how are we feeling?
501 01:05:14.660 ⇒ 01:05:15.829 Robert Tseng: Yeah, keep going.
502 01:05:16.130 ⇒ 01:05:16.800 Kaela Gallagher: I’m okay.
503 01:05:16.800 ⇒ 01:05:22.689 Robert Tseng: Yeah, my feedback here is…
504 01:05:26.140 ⇒ 01:05:30.539 Robert Tseng: I think this needs to be a little bit more refined as well, like.
505 01:05:38.750 ⇒ 01:05:50.419 Robert Tseng: Yeah, I’m kind of like, if this is not something we measure week to week, it needs to be taken out, and, like, it’s still, like, we could decide what we want to decide, if we want to sign it as a milestone, or turn it into something that can be measured week to week.
506 01:05:53.100 ⇒ 01:05:53.990 Kaela Gallagher: Okay.
507 01:05:56.880 ⇒ 01:06:01.999 Kaela Gallagher: I guess this kind of connects to the next one as well, like.
508 01:06:02.090 ⇒ 01:06:10.249 Kaela Gallagher: piloting the buddy program and collecting feedback. We have 4 buddy pairings in place right now, but the feedback takes
509 01:06:10.250 ⇒ 01:06:23.339 Kaela Gallagher: place at day 30, and that’s when the program concludes. So I think in 2 weeks is when we’re gonna get, like, our first, set of feedback on the Buddy program, and, like, whether it’s been successful and valuable.
510 01:06:24.250 ⇒ 01:06:24.850 Robert Tseng: Okay.
511 01:06:24.960 ⇒ 01:06:31.199 Robert Tseng: Do you have, like, a project timeline for, like, it seems like these are all things that need to be sequenced?
512 01:06:31.520 ⇒ 01:06:32.350 Robert Tseng: like…
513 01:06:32.700 ⇒ 01:06:38.969 Robert Tseng: You launch the program, then there’s, like, a feedback collection thing at 30, 60, or 90 days, and, like.
514 01:06:39.160 ⇒ 01:06:47.279 Robert Tseng: yeah, sure, it may take… it happened over the course of the quarter. Maybe that’s how we kind of… like, this should be just turned into, like, a…
515 01:06:47.610 ⇒ 01:06:50.329 Robert Tseng: Like, a sequenced project over a quarter, and we…
516 01:06:50.480 ⇒ 01:06:53.020 Robert Tseng: And, we should just try to…
517 01:06:53.230 ⇒ 01:06:59.239 Robert Tseng: do a bonus structure around that, instead of putting it into a weekly KPI. Like, this to me feels like
518 01:07:00.200 ⇒ 01:07:07.460 Robert Tseng: There’s nothing to… Yeah, we’re, like, these are net new initiatives, and we don’t really have, like.
519 01:07:07.670 ⇒ 01:07:12.030 Robert Tseng: A benchmark for it yet, so it doesn’t feel like something we have to measure weekly.
520 01:07:13.180 ⇒ 01:07:25.560 Kaela Gallagher: Okay, okay. Yeah, I mean, obviously there’s, like, a phase that people go through, like, when they’re onboarding, like, there’s all the prep ahead of time that Rico and I are doing in terms of, like.
521 01:07:25.720 ⇒ 01:07:41.789 Kaela Gallagher: Whether that’s tooling access, or contract negotiation, or welcome emails, or all that kind of stuff, like, ahead of day one. Then on day one, there’s orientation, there’s meeting with the managers, like, all that kind of stuff we need to set up. Then I’m doing a one-week check-in with everybody, like, personally.
522 01:07:41.880 ⇒ 01:07:50.389 Kaela Gallagher: Then, they’re getting, like, an onboarding survey at days 7, 30, and 90, and then they’re also doing a buddy program.
523 01:07:50.670 ⇒ 01:07:53.370 Kaela Gallagher: review at day 30. So…
524 01:07:53.370 ⇒ 01:07:57.759 Robert Tseng: Yeah, like, why not make it simpler and just be like, okay, feedback.
525 01:07:57.910 ⇒ 01:08:09.970 Robert Tseng: whatever the… we haven’t… we haven’t implemented the feedback loop yet, but if there is a score, let’s say it’s, like, 0 to 10 or something, like, onboarding feedback above, like, 8 or something, and then buddy program feedback above 8, like.
526 01:08:10.070 ⇒ 01:08:17.979 Robert Tseng: And those activities that you do to kind of… they all help drive that number, but, like, that’s not… like, that’s kind of up to you how you want to get that number up, you know?
527 01:08:18.560 ⇒ 01:08:22.239 Kaela Gallagher: Yeah, so that’s what Work Leap would allow us to do, is to, like.
528 01:08:22.240 ⇒ 01:08:23.040 Robert Tseng: Yeah.
529 01:08:23.890 ⇒ 01:08:32.590 Kaela Gallagher: give it actually, like, numerical values. Like, I could go into our Notion form right now and extract the survey and…
530 01:08:33.000 ⇒ 01:08:43.240 Kaela Gallagher: you know, there’s, like, make the open-ended question into positive or negative response, like, I could try to do stuff like that, but it is hard to measure
531 01:08:43.560 ⇒ 01:08:44.680 Kaela Gallagher: current state.
532 01:08:45.680 ⇒ 01:08:46.300 Robert Tseng: Yeah.
533 01:08:47.660 ⇒ 01:08:55.840 Robert Tseng: Well… Yeah, I think, like, we need to have some sort of… I mean.
534 01:08:55.950 ⇒ 01:09:05.579 Robert Tseng: if you need to, like, pull data out of Notion and then, like, assign a score to it, like, I think you could definitely use AI to help you with that, and, like, I think we could probably think about a framework for it.
535 01:09:05.710 ⇒ 01:09:16.439 Robert Tseng: even before the work leave, just to, like, have a benchmark. And then you bring… if you want to bring a work week, and we… and then you can bring that in, and maybe it helps with the data collection piece better, but, like, I… I think that’s…
536 01:09:16.600 ⇒ 01:09:21.740 Robert Tseng: I think that would probably be a better, better approach,
537 01:09:21.870 ⇒ 01:09:24.909 Robert Tseng: Yeah, like, I think once again, like, I’m just trying to…
538 01:09:25.340 ⇒ 01:09:34.610 Robert Tseng: Take this, okay, these are all the milestones that we need to hit into, like, well, what is… what’s the thing that we can track week to week that
539 01:09:35.029 ⇒ 01:09:35.700 Robert Tseng: It’s…
540 01:09:35.700 ⇒ 01:09:36.180 Kaela Gallagher: No.
541 01:09:36.180 ⇒ 01:09:42.200 Robert Tseng: are performing the right activities, it’s going to, like, it’s going to move in the right direction, right?
542 01:09:42.960 ⇒ 01:09:59.640 Kaela Gallagher: and then the same thing, like, improving team engagement and morale, like, that’s also something that could be measured through something like Work Leap. And then these, like, launching these programs and developing a plan for an off-site, like, would support
543 01:10:00.090 ⇒ 01:10:01.380 Kaela Gallagher: would support that.
544 01:10:03.000 ⇒ 01:10:03.550 Robert Tseng: Yeah.
545 01:10:07.040 ⇒ 01:10:07.960 Kaela Gallagher: Okay.
546 01:10:10.730 ⇒ 01:10:16.990 Robert Tseng: Cool. I know that’s a lot, and I’m asking you to rework some of this stuff, I guess…
547 01:10:18.200 ⇒ 01:10:23.409 Robert Tseng: Are you okay with that? How do you feel? Like, is that… do you feel like this is helpful, or do you feel like…
548 01:10:23.510 ⇒ 01:10:25.940 Robert Tseng: This is… I mean, I just… what do you think?
549 01:10:27.010 ⇒ 01:10:33.830 Kaela Gallagher: I mean… Most of it probably needs to be… rewritten.
550 01:10:35.300 ⇒ 01:10:39.489 Kaela Gallagher: I like the idea of, like, pulling out certain milestones for…
551 01:10:40.170 ⇒ 01:10:44.850 Kaela Gallagher: Potentially, like, a spot bonus, but…
552 01:10:45.490 ⇒ 01:10:49.200 Kaela Gallagher: Yeah, I have a lot of thinking to do in how to rework these.
553 01:10:50.140 ⇒ 01:10:50.740 Robert Tseng: Okay.
554 01:10:51.360 ⇒ 01:10:53.270 Robert Tseng: Yeah, I mean, I think, like.
555 01:10:53.480 ⇒ 01:11:03.359 Robert Tseng: the goal isn’t to have so many things for you to have, like, I think I was trying to… I mean, this is just general rule… rules. Like, we’re trying to kind of condense as well.
556 01:11:03.530 ⇒ 01:11:10.689 Robert Tseng: you know, one or two objectives per department, and then only, like, one or two KPIs per… per… I think, like.
557 01:11:11.150 ⇒ 01:11:24.530 Robert Tseng: That way, it forces you to kind of think about what is the… what’s the metric that really matters to really, drive towards your objective. And, all the activities that kind of move that metric, I think, is…
558 01:11:24.540 ⇒ 01:11:39.400 Robert Tseng: And up to your discretion. If it’s a really long, like, sequenced project that takes a quarter, or takes over a long period of time, then we should totally turn it into something that’s milestone-based, and we can… we can do spot bonuses off of that. But otherwise, like, I don’t… I don’t think it needs to kind of fit into this framework.
559 01:11:39.400 ⇒ 01:11:47.760 Robert Tseng: this is only one view of, like, you know, tracking your activities, and I think, you know, I think this is… anyway, that’s what I’m trying to…
560 01:11:47.940 ⇒ 01:11:51.450 Robert Tseng: to… To push… push you guys on.
561 01:11:52.250 ⇒ 01:11:53.830 Kaela Gallagher: Okay.
562 01:11:57.530 ⇒ 01:12:04.610 Robert Tseng: Okay. Yeah, I know it’s, like, more of an operational way of thinking, but I… I do think that… I think…
563 01:12:05.370 ⇒ 01:12:14.659 Robert Tseng: I think all the… the ideas are… are there. I think maybe just take the time to… to work… to re… to rework it, and then we… I think… I think we’ll get… we’ll get… we’ll get close.
564 01:12:14.660 ⇒ 01:12:15.330 Kaela Gallagher: Yeah.
565 01:12:15.370 ⇒ 01:12:16.060 Robert Tseng: Yeah.
566 01:12:16.520 ⇒ 01:12:20.490 Kaela Gallagher: I’ll ping you once I, rework them.
567 01:12:21.110 ⇒ 01:12:28.339 Robert Tseng: Okay, cool. Let’s just kind of… yeah, Briley, and then you have the… you have the… you have your sections as well, so if you…
568 01:12:28.770 ⇒ 01:12:30.739 Robert Tseng: Can we go through some of this as well?
569 01:12:31.140 ⇒ 01:12:41.219 Brylle Girang: Yeah, sure. Lendi is a bit different, because I’m delegating the… most of the objectives to the co-champions, because we’re treating
570 01:12:41.370 ⇒ 01:12:59.879 Brylle Girang: I’m treating most of the success metrics here in the service line way, but for the first objective, this is about connecting upskilling to revenue and client outcomes. The main objective here is to make sure that within this quarter, we get people certified, so that we can get better leads, better partners.
571 01:13:00.250 ⇒ 01:13:05.510 Brylle Girang: I think this is something that can be tracked on a weekly basis, it’s just a matter of
572 01:13:06.280 ⇒ 01:13:10.550 Brylle Girang: You know, making sure that week by week we have progress on the certifications.
573 01:13:10.770 ⇒ 01:13:24.619 Brylle Girang: One question here, Robert, and I wanted to realign with you on this. Amber brought up a really good point, and asked if you should be part of this OKR, like, are we expecting for you to get certified?
574 01:13:24.900 ⇒ 01:13:31.950 Brylle Girang: within this quarter, and I said yes, without asking you first, because I was.
575 01:13:31.950 ⇒ 01:13:32.340 Robert Tseng: Yeah.
576 01:13:33.100 ⇒ 01:13:37.719 Brylle Girang: it would be good if you lead by example when it comes to the certificate.
577 01:13:37.720 ⇒ 01:13:40.060 Robert Tseng: Yeah, of course, I’ll get certified, yeah.
578 01:13:40.280 ⇒ 01:13:46.370 Brylle Girang: Yeah, showing the people that if you, with your business schedule, can do it, then they don’t… they shouldn’t have an execute.
579 01:13:46.370 ⇒ 01:13:47.140 Robert Tseng: Goodness.
580 01:13:47.140 ⇒ 01:13:47.460 Brylle Girang: like.
581 01:13:47.460 ⇒ 01:13:56.979 Robert Tseng: Yeah, I’m gonna slide in at the end of the quarter, though. I’m not gonna do it this month, there’s no way. Okay, but okay, sure, yeah, I should be part of that, you’re right.
582 01:13:57.700 ⇒ 01:13:58.730 Brylle Girang: Yeah, so.
583 01:13:58.730 ⇒ 01:13:59.120 Robert Tseng: Yeah.
584 01:13:59.120 ⇒ 01:14:11.459 Brylle Girang: My success here is going to be dependent on the success of Mustafa and Amber, because as you can see, my key result here is, like, the combination of their key results.
585 01:14:11.670 ⇒ 01:14:20.280 Brylle Girang: Yeah, I feel good about this. I think this is something that will take us, you know, 10 steps forward if we manage to get this through this quarter.
586 01:14:21.860 ⇒ 01:14:24.269 Robert Tseng: Yeah, I mean, frankly, I feel like…
587 01:14:24.630 ⇒ 01:14:31.659 Robert Tseng: Yeah, you’ll have to coordinate with them, but the way I see this is you could really… this is just… this is one, right? It’s like…
588 01:14:33.010 ⇒ 01:14:47.079 Robert Tseng: And, like, yes, it’s not just you, like, you have to rely on, like, you know, Amber, Gustavo, or whatever, but they’re… they’re not part of this call. They’re not going to be talking about this every week, so,
589 01:14:47.380 ⇒ 01:14:57.970 Robert Tseng: yeah, I just want to keep it simple for just… for just you. And you can tell us, like, hey, data’s on track, AI’s not on track, strategy’s on track, something like that.
590 01:14:58.850 ⇒ 01:15:01.800 Robert Tseng: Nothing upscaling… okay, all right, let’s move on to the next one.
591 01:15:02.150 ⇒ 01:15:08.539 Brylle Girang: Makes sense. The next objective, is about our standards and our foundation module. This is off track because,
592 01:15:08.720 ⇒ 01:15:22.929 Brylle Girang: I need… I need to stop from Otam, and I’m following up with him on this, but the main goal here is to make sure that we launch the foundation curriculum, the foundation modules, and then have 100% of the delivery team completed within this quarter.
593 01:15:23.870 ⇒ 01:15:33.250 Robert Tseng: Yeah, so here’s another example where launching it, I feel like just… that should be a milestone, that should be a spot bonus. And then, like, adherence to the curriculum, that’s something that you can track.
594 01:15:35.400 ⇒ 01:15:41.429 Brylle Girang: Gotcha. So, I mean, this is… this is a valid… Okr, right?
595 01:15:42.290 ⇒ 01:15:43.409 Robert Tseng: Yeah, I think so.
596 01:15:43.760 ⇒ 01:15:44.770 Brylle Girang: Okay, yeah.
597 01:15:45.100 ⇒ 01:16:02.240 Brylle Girang: And then the second OKR here is connected with Kayla, and I think, I agree with maybe making this as a team OKR, because this is connected with the onboarding program. Basically, if our onboarding program fails, I won’t be able to, also
598 01:16:02.240 ⇒ 01:16:10.990 Brylle Girang: this OKR also won’t succeed, so I think this is going to be a partnership between operations, recruitment, and then L&D.
599 01:16:11.820 ⇒ 01:16:12.420 Robert Tseng: Yeah.
600 01:16:13.880 ⇒ 01:16:21.050 Robert Tseng: Okay, this is interesting. I feel like this is related to what Kayla has up here. Yeah.
601 01:16:21.210 ⇒ 01:16:26.590 Robert Tseng: I think related to this whole onboarding thing, like, yeah, it touches everybody, like,
602 01:16:27.520 ⇒ 01:16:36.260 Robert Tseng: Yeah, this could just be a team-wide, like, for… it’s like, if… yeah, I think we have to… we have to rework what the… what this is. I’m… yeah.
603 01:16:37.740 ⇒ 01:16:40.610 Robert Tseng: Okay, we can, we can move on from that for now.
604 01:16:41.010 ⇒ 01:16:58.030 Brylle Girang: Yeah, my next objective here is about feedback and change management, so my first OKR here is to make sure that we have this workflow that I created called DoorDash. It’s basically making sure that whatever the platform team ships.
605 01:16:58.030 ⇒ 01:17:06.730 Brylle Girang: We’re able to teach it to the people, and my OKR here is to make sure that every week, we get to teach at least one platform update.
606 01:17:06.740 ⇒ 01:17:07.830 Brylle Girang: to the TV.
607 01:17:07.870 ⇒ 01:17:14.909 Brylle Girang: So making sure that we… we… we continue making… we continue the learning process for our people.
608 01:17:15.510 ⇒ 01:17:25.979 Brylle Girang: And then the second one, I haven’t started the second one yet, but it’s Refire. It just means that if there’s feedback on something that we have shipped.
609 01:17:26.040 ⇒ 01:17:43.349 Brylle Girang: the feedback loop will be… will be… will be instantaneous. So, let’s say a skill is updated by someone, it gets, you know, collected in somewhere, and then we get to… we get to work on it, but yeah, it’s basically just, an external loop and then an internal loop.
610 01:17:43.560 ⇒ 01:17:47.180 Brylle Girang: But the second one is not… it’s not yet, it’s not yet started.
611 01:17:47.960 ⇒ 01:17:48.610 Robert Tseng: Okay.
612 01:17:50.270 ⇒ 01:17:57.309 Robert Tseng: Sure, I mean, the naming of the workflows, I will kind of leave that to you to say, but what I’m hearing is
613 01:17:58.260 ⇒ 01:18:00.739 Robert Tseng: There is a ton of,
614 01:18:03.440 ⇒ 01:18:10.159 Robert Tseng: This is, like, a net new workflow that you’re pushing from the platform every week, and then there’s also kind of adhere… like, kind of…
615 01:18:10.460 ⇒ 01:18:17.690 Robert Tseng: this is… this is more reference to the feedback loop that people will, as they’re adopting it, like, you will make changes every week, is that what I’m hearing?
616 01:18:18.030 ⇒ 01:18:30.860 Brylle Girang: Yeah, so the second OKR is more about making sure that, well, we won’t know if people are using our workflows unless they provide feedback on that, so that’s what I’m trying to capture here.
617 01:18:31.830 ⇒ 01:18:32.430 Robert Tseng: Okay.
618 01:18:35.120 ⇒ 01:18:35.600 Brylle Girang: Alright.
619 01:18:35.600 ⇒ 01:18:45.959 Robert Tseng: Yeah… Will everybody use it once a week, though, is my question, is… Is that realistic?
620 01:18:46.240 ⇒ 01:18:53.330 Brylle Girang: I would say for this quarter, it should be, because the skills that we’re making for this quarter is not going to be 100%.
621 01:18:53.790 ⇒ 01:18:59.900 Brylle Girang: So… I am expecting that once we ship new skills, they’re not…
622 01:19:00.480 ⇒ 01:19:06.219 Brylle Girang: They’re not in their… in their maximum state yet, so people should be providing feedback.
623 01:19:07.660 ⇒ 01:19:08.430 Brylle Girang: And we will be.
624 01:19:08.430 ⇒ 01:19:09.010 Robert Tseng: I see.
625 01:19:09.010 ⇒ 01:19:13.860 Brylle Girang: Lots of skills, so they should have lots of opportunities, lots of skills to choose from.
626 01:19:14.780 ⇒ 01:19:16.610 Brylle Girang: So that’s where I…
627 01:19:20.050 ⇒ 01:19:30.659 Robert Tseng: Yeah, I guess, like, I see, like, UTAM shipping stuff every week. I’m 100% sure not everybody looks at them. Like, I think I talk to people, and they don’t really realize, like, what we have.
628 01:19:30.820 ⇒ 01:19:37.030 Robert Tseng: I feel like this is hard. Like, I mean, I’m just looking out for you, like, I don’t… I really think you’re gonna get 100% of people, like…
629 01:19:37.520 ⇒ 01:19:41.810 Robert Tseng: I don’t know, like… I guess,
630 01:19:43.420 ⇒ 01:19:50.909 Robert Tseng: I mean, I’m happy for you to say that. If you feel like you can go get it, like, go for it. But also, I’m… I’m aware of that, like.
631 01:19:51.230 ⇒ 01:19:58.949 Robert Tseng: I don’t even think we have 100% adoption on cursor right now, like, you know, like, I don’t really think that everybody will do it. Like, I…
632 01:19:59.050 ⇒ 01:20:06.070 Robert Tseng: I mean, I feel like 80% is, like, a little bit more realistic, maybe. I guess…
633 01:20:06.240 ⇒ 01:20:23.499 Robert Tseng: especially since we haven’t done this before, we haven’t tracked this before, like, I don’t want to set you up for failure in a way where, like, you’re never gonna hit this. You know, I want… I want this to be attainable. I want these to be attainable for everybody, either because it’s an update on, like, something we tried to set last quarter, we, like, recalibrated.
634 01:20:23.500 ⇒ 01:20:30.000 Robert Tseng: Or, like, you’re just pitching… picking a benchmark that, like, you know, like, Rico went and he looked… he manually tried to look at some data.
635 01:20:30.380 ⇒ 01:20:37.979 Robert Tseng: So, okay, we’re at 80%, maybe… maybe 80… that 88% is a better… is a better target, like, I… we gotta have, like, some…
636 01:20:38.120 ⇒ 01:20:43.919 Robert Tseng: we gotta be able to start… have a starting point somewhere. And I feel like 100% from nothing is just…
637 01:20:44.070 ⇒ 01:20:47.150 Robert Tseng: It feels… it feels impossible. It’s just my opinion.
638 01:20:47.150 ⇒ 01:20:47.780 Brylle Girang: Okay.
639 01:20:47.980 ⇒ 01:20:50.560 Brylle Girang: Gotcha, let me ponder this.
640 01:20:51.240 ⇒ 01:20:52.620 Brylle Girang: Yeah. But yeah, thanks.
641 01:20:53.480 ⇒ 01:20:54.130 Robert Tseng: Okay.
642 01:20:54.470 ⇒ 01:21:04.720 Brylle Girang: Yeah, so last one, this is not… this hasn’t started yet, but this is about, our… my… my co-leads teaching stuff to the service line, so…
643 01:21:04.820 ⇒ 01:21:19.930 Brylle Girang: if the foundation module is about, like, the foundations, this initiative will be more about the specializations. So building skills on top of Omni, building skills on top of data engineering, etc. They will be leading this. So I’m going to just create one.
644 01:21:19.930 ⇒ 01:21:25.009 Brylle Girang: One combined objective here for myself, and making sure that
645 01:21:25.300 ⇒ 01:21:30.400 Brylle Girang: My co-leads deliver the roll track sessions at least once during… during Q2.
646 01:21:31.100 ⇒ 01:21:40.720 Robert Tseng: Yeah, I feel like this whole section can be turned into one KR that gets attached to this, because this is still matching, kind of, like, capabilities to revenue, right? So…
647 01:21:40.830 ⇒ 01:21:59.759 Robert Tseng: may not be exactly upskilling, but… so I think we maybe have to think about how we collapse these two into one. But yeah, I’m trying to, like, make it so you don’t have, like, more than three. I think three OKRs is a lot per department. I frankly think it should try to be, like, two or less, but,
648 01:22:00.410 ⇒ 01:22:11.130 Robert Tseng: Yeah, so that’d be my feedback. If you can try to… I mean, 3 is fine, I guess, if we can’t really convince now, but, like, let’s keep it to 3 or under per department.
649 01:22:11.420 ⇒ 01:22:13.140 Brylle Girang: Okay, okay, gotcha.
650 01:22:14.580 ⇒ 01:22:15.170 Robert Tseng: Okay.
651 01:22:15.440 ⇒ 01:22:31.880 Robert Tseng: Cool. I know we ran over, and I usually don’t like going over in meetings, so I will… I’ll try to wrap this up. Seems like we’re… yeah, we’re pretty close. Let’s do one more pass. Like, I think we have, we’re not gonna talk about, like, kind of off-track, on track today.
652 01:22:32.150 ⇒ 01:22:38.460 Robert Tseng: Yeah, let’s… let’s say early next week, let’s try to kind of get this all ironed out.
653 01:22:38.720 ⇒ 01:22:45.810 Robert Tseng: Yeah, I think, kind of, especially for the latter half,
654 01:22:46.660 ⇒ 01:23:01.959 Robert Tseng: once again, for things that should be in milestones, let’s… let’s try to, like, call that out, and I’m gonna basically add a different… I’m gonna do an extension here. I’m gonna get rid of these aspirational OKRs. These are pretty much, like, everything that didn’t make it into the real OKRs, so it’s just… it’s just noise.
655 01:23:02.010 ⇒ 01:23:07.960 Robert Tseng: So I’m gonna do one section that’s pretty much just milestones. I’ll try to pull in what you guys have kind of given me feedback on.
656 01:23:09.220 ⇒ 01:23:21.700 Robert Tseng: And I want to turn those into spot bonuses for the departments, and then it sounds like we have something that feels more like a team… like a… like a team-wide one, which I’m totally… I’m totally down for. That makes sense, too.
657 01:23:21.810 ⇒ 01:23:30.540 Robert Tseng: But hopefully, like, after this exercise, each department will have like, 2… Oh, like, two objectives.
658 01:23:31.020 ⇒ 01:23:33.010 Robert Tseng: You know, two were under,
659 01:23:33.300 ⇒ 01:23:35.219 Robert Tseng: KPIs that they’re… that they’re tracking.
660 01:23:35.330 ⇒ 01:23:38.649 Robert Tseng: And these will all be things that we can measure week to week.
661 01:23:38.890 ⇒ 01:23:48.400 Robert Tseng: And that way, when we start to kind of do this on-track, off-track assessment, it’s just… we’re able to go through it pretty quickly, because these are all things that we can actually measure.
662 01:23:48.690 ⇒ 01:23:50.790 Robert Tseng: Does that sound good to everyone?
663 01:23:51.870 ⇒ 01:23:52.810 Kaela Gallagher: Yeah, that sounds good.
664 01:23:52.810 ⇒ 01:23:53.310 Rico Rejoso: Yep.
665 01:23:53.310 ⇒ 01:23:53.880 Robert Tseng: Okay.
666 01:23:54.340 ⇒ 01:23:59.470 Robert Tseng: Cool. Alright, well then, thank you, and, have a good weekend.
667 01:23:59.940 ⇒ 01:24:01.710 Brylle Girang: Thank you, everyone. Cool week.
668 01:24:01.710 ⇒ 01:24:02.740 Kaela Gallagher: Happy weekend.
669 01:24:03.030 ⇒ 01:24:03.650 Robert Tseng: Bye.