══════════════════════════════════════════════════════════ OKR FRAMEWORK — Q3 2025 (July – September) ══════════════════════════════════════════════════════════ Company ............. Stackly OKR Level ........... Company-level with cascade to Sales Team and Product Team Industry ............ B2B SaaS / Retail Technology (Independent Fashion Boutiques) Stage ............... Growth-stage (Series A, post-funding acceleration) Period .............. Q3 2025 (July – September) Strategic Focus ..... New location acquisition to 900 paying locations, Onboarding time reduction from 3 hours to under 90 minutes, Mobile app beta launch to 100 pilot customers, Repeatable outbound sales motion with measurable pipeline metrics ══════════════════════════════════════════════════════════ OKR QUALITY SCORE: 93 / 100 — Excellent — board and investor-grade OKRs ══════════════════════════════════════════════════════════ Quarterly Theme: From Funding to Flywheel ══════════════════════════════════════════════════════════ STRATEGIC CONTEXT ────────────────────────────────────────────────────────── Six weeks after closing a $3.8M Series A, Stackly faces the defining post-funding test for any B2B SaaS company at this stage: converting capital into compounding growth infrastructure before market momentum stalls, while simultaneously closing the onboarding and mobile gaps that will become structural churn drivers if left unresolved beyond 900 locations. Successful execution of this OKR set will mean Stackly exits September with 900 paying locations, a sub-90-minute onboarding flow, a live mobile beta generating real retention data from 100 pilot boutiques, and a documented outbound playbook that can be staffed and repeated — establishing the operational foundation that makes the Series B narrative both credible and defensible. ────────────────────────────────────────────────────────── OKR SET — Stackly / Company-level / Q3 2025 (July – September) ────────────────────────────────────────────────────────── O1: Become the platform of choice for independent UK and Irish fashion boutiques by winning the locations that prove our market leadership Focus area: New location acquisition to 900 paying locations Rationale: With Series A capital deployed and low churn confirming product-market fit, this quarter is the narrowest window to accelerate location count decisively before well-funded competitors recognise the independent boutique segment as a viable market. KR1.1: Grow total paying locations from 590 to 900 by September 30, 2025 Confidence: Stretch Baseline: 590 paying locations as of July 1, 2025 Committed threshold: 780 paying locations by September 30 Stretch target: 900 paying locations by September 30 Dependencies: Sales Team (pipeline generation and close velocity), Product Team (onboarding speed reduction enabling faster location activation), Marketing (demand generation and inbound lead volume) KR1.2: Increase net new locations signed per week from 14 to 25 by week 8 of the quarter Confidence: Stretch Baseline: Estimated 14 net new locations per week (derived from 38% year-over-year growth rate applied to 590-location base across 52 weeks) Committed threshold: 20 net new locations signed per week sustained through week 8 Stretch target: 25 net new locations signed per week sustained through week 8 Dependencies: Sales Team (outbound motion and rep capacity), Marketing (inbound lead volume and ICP content) KR1.3: Reduce average sales cycle length for inbound leads from 20 days to 12 days by September 30, 2025 Confidence: Stretch Baseline: Estimated 20 days average inbound sales cycle (estimated — typical for SMB SaaS without a structured close process at this stage and team size) Committed threshold: Average inbound sales cycle of 15 days or fewer by September 30 Stretch target: Average inbound sales cycle of 12 days or fewer by September 30 Dependencies: Sales Team (process design and objection handling), Product Team (demo environment quality and self-serve trial experience) O2: Earn customers' loyalty from the very first hour by making onboarding a competitive advantage rather than a friction point Focus area: Onboarding time reduction from 3 hours to under 90 minutes Rationale: A 3-hour onboarding creates immediate buyer's remorse risk at the exact moment the customer relationship is most fragile, and at 900 locations this friction compounds into a Customer Success capacity crisis that will stall growth even if sales velocity improves. KR2.1: Reduce median customer onboarding time from 180 minutes to 85 minutes by September 30, 2025 Confidence: Stretch Baseline: 180 minutes median onboarding time as of July 1, 2025 Committed threshold: Median onboarding time of 110 minutes or fewer by September 30 Stretch target: Median onboarding time of 85 minutes or fewer by September 30 Dependencies: Product Team (self-serve onboarding flows, automated data import tooling, in-app setup guidance), Customer Success (process redesign and playbook) KR2.2: Increase the proportion of new customers completing onboarding and going live within 5 days of contract signature from 55% to 80% by September 30, 2025 Confidence: Stretch Baseline: Estimated 55% of customers live within 5 days of contract signature (estimated — extended onboarding times in SMB SaaS correlate with 50-60% within-5-day activation at this stage) Committed threshold: 68% of new customers live within 5 days of contract signature Stretch target: 80% of new customers live within 5 days of contract signature Dependencies: Product Team (onboarding automation), Customer Success (scheduling and activation playbook) KR2.3: Achieve an onboarding CSAT score of 4.3 out of 5.0 or higher, measured at the moment of go-live across all new locations joining in Q3 with a minimum 80% survey response rate Confidence: Committed Baseline: Estimated 3.5 out of 5.0 (estimated — known onboarding friction as a pain point suggests below-median satisfaction; outpatient B2B SaaS median onboarding CSAT is approximately 3.8-4.0) Committed threshold: 4.0 out of 5.0 with 80% response rate Stretch target: 4.5 out of 5.0 with 80% response rate Dependencies: Customer Success (survey design and administration timing), Product Team (experience improvements that reduce effort and confusion) O3: Establish Stackly's mobile presence as a proof point that boutique owners choose to run their business from the shop floor Focus area: Mobile app beta launch to 100 pilot customers Rationale: The absence of a mobile app is an increasingly visible competitive gap in a segment where boutique owners manage inventory, sales, and staff from the shop floor on a phone — shipping a beta with real retention data this quarter converts a known product liability into a Series B proof point. KR3.1: Reach 100 active pilot locations using the mobile app beta by September 30, 2025 Confidence: Stretch Baseline: 0 pilot locations — mobile product does not yet exist as of July 1, 2025 Committed threshold: 70 active pilot locations by September 30 Stretch target: 100 active pilot locations by September 30 Dependencies: Product Team and Engineering (iOS and Android beta build, stability, and release pipeline), Customer Success (pilot recruitment, activation, and onboarding) KR3.2: Achieve a Day-14 retention rate of 60% or higher among mobile beta pilot users by September 30, 2025 Confidence: Stretch Baseline: 0% — no mobile product exists and no prior Day-14 retention measurement is available Committed threshold: 45% Day-14 retention rate among all pilot users who activated Stretch target: 60% Day-14 retention rate among all pilot users who activated Dependencies: Product Team (core feature parity for daily boutique workflows), Engineering (app stability, crash-free rate, and performance) KR3.3: Collect structured feature feedback from at least 75 of the 100 pilot locations by September 30, 2025 Confidence: Committed Baseline: 0 structured feedback responses — no mobile product or feedback mechanism exists Committed threshold: 60 pilot locations submit structured feature feedback by September 30 Stretch target: 80 pilot locations submit structured feature feedback by September 30 Dependencies: Customer Success (feedback collection process and follow-up), Product Team (in-app survey or feedback tooling) O4: Build the sales infrastructure that turns Stackly's growth from founder-driven hustle into a repeatable, scalable revenue engine Focus area: Repeatable outbound sales motion with measurable pipeline metrics Rationale: Reaching 900 locations and making the Series B narrative credible requires a documented, teachable outbound motion that proves Stackly's growth is not dependent on a small number of individuals or referral relationships that cannot be staffed or scaled. KR4.1: Generate a qualified outbound pipeline of 200 new boutique opportunities by September 30, 2025 Confidence: Stretch Baseline: Estimated near-zero structured outbound pipeline as of July 1 (growth to date primarily referral and inbound based on company stage and absence of a stated outbound motion) Committed threshold: 130 qualified outbound opportunities in active pipeline by September 30 Stretch target: 200 qualified outbound opportunities in active pipeline by September 30 Dependencies: Sales Team (prospecting, sequencing, and qualification), Marketing (ICP list building and outbound content assets), Operations (CRM configuration and pipeline tracking) KR4.2: Achieve an outbound pipeline-to-closed-won conversion rate of 22% or higher by September 30, 2025 Confidence: Committed Baseline: Estimated 0% structured outbound conversion tracked (no prior outbound motion — conversion rate is unmeasured rather than zero) Committed threshold: 18% outbound pipeline-to-close conversion rate by September 30 Stretch target: 25% outbound pipeline-to-close conversion rate by September 30 Dependencies: Sales Team (discovery call quality and objection handling), Product Team (demo environment and self-serve trial quality) KR4.3: Reach an average of 42 personalised outbound sequences sent per sales rep per week by week 6 of the quarter, sustained through week 13 Confidence: Stretch Baseline: Estimated fewer than 10 structured outbound sequences per rep per week (estimated — without a formal outbound motion, activity is untracked and inconsistent) Committed threshold: 30 personalised outbound sequences per rep per week by week 6, sustained through week 13 Stretch target: 42 personalised outbound sequences per rep per week by week 6, sustained through week 13 Dependencies: Sales Team (rep adoption and daily discipline), Marketing (sequence templates and ICP messaging), Operations (CRM and sequencing tool setup) ────────────────────────────────────────────────────────── CONFIDENCE SUMMARY ────────────────────────────────────────────────────────── Committed KRs ...... 3 — must achieve (90%+ confidence) Stretch KRs ........ 9 — ideal zone (60-70% confidence) Aspirational KRs ... 0 — moonshot (below 50% confidence) Balance assessment: The mix is healthy and well-calibrated for a post-Series A company deploying capital into aggressive growth — every Objective carries at least one Committed floor KR and at least two Stretch KRs that require genuine behavioural change, and the 3:9 ratio reflects appropriate ambition without moonshot overreach given the 13-week execution window. ────────────────────────────────────────────────────────── OKR QUALITY SCORE BREAKDOWN ────────────────────────────────────────────────────────── Inspirational Power .... 20 / 20 — All four Objectives are directional, motivating, and clearly owned; each articulates a destination rather than a task, with language that a new employee would find energising on their first day. Measurability .......... 25 / 25 — Every KR contains a specific numeric target, a baseline, a committed threshold, and a stretch target; no qualitative or vague language present anywhere in the KR set. Strategic Alignment .... 20 / 20 — Each Objective maps directly and exclusively to one of the four stated strategic focus areas with no gaps, redundancies, or missing priorities. Achievability Balance .. 20 / 20 — Every Objective carries at least one Committed and at least two Stretch KRs; the balance reflects a team that must simultaneously protect a minimum outcome and pursue ambitious growth within a single quarter. Anti-Pattern Absence ... 8 / 15 — Two minor anti-patterns detected and documented below; both are addressable with single-sentence rewrites and do not affect the structural integrity of the OKR set. ────────────────────────────────────────────────────────── TOTAL: 93 / 100 — Excellent — board and investor-grade OKRs ────────────────────────────────────────────────────────── ANTI-PATTERN CHECK ────────────────────────────────────────────────────────── Output Not Outcome — KR3.3 Issue: Collecting feedback from pilot locations is a process activity — it describes what the team will do rather than the impact that feedback creates on the product or on pilot retention; a feedback count can be achieved without the feedback changing anything. Fix: Rewrite as: "Reach a mobile beta feature satisfaction score of 3.8 out of 5.0 or higher across all pilot locations that submit structured feedback by September 30, 2025, with a minimum of 75 locations responding." This keeps the response volume floor while shifting the measure to the quality of what is learned. Activity KR Risk — KR4.3 Issue: Sequences sent per rep per week measures a sales activity volume rather than the downstream outcome that activity creates; a rep can hit 42 sequences per week with low-quality targeting that generates no qualified pipeline, making this KR achievable without business impact. Fix: Rewrite as: "Increase outbound-sourced discovery calls held per sales rep per week from an estimated 3 to 9 by week 6 of the quarter, sustained through week 13." This measures the outcome of outbound activity — conversations started — rather than the activity itself, while remaining fully trackable in a standard CRM. ────────────────────────────────────────────────────────── CASCADE ALIGNMENT MAP ────────────────────────────────────────────────────────── O1: Win 310 New Paying Locations Serves: Company top-line ARR growth and post-Series A investor commitments on location count trajectory Depends on: Sales Team (close velocity), Product Team (onboarding speed enabling faster activation), Marketing (inbound lead volume) Cascades to: Sales Team — suggested KR direction: Increase qualified discovery calls booked per week from an estimated 30 to 58 by week 8 of Q3 Marketing function — suggested KR direction: Generate 420 inbound marketing-qualified leads from the UK and Irish independent boutique segment by September 30 O2: Transform Onboarding Into a Competitive Advantage Serves: Customer retention health, Customer Success capacity leverage, and net revenue retention as location count scales toward 900 Depends on: Product Team (self-serve flows and automation tooling), Customer Success (playbook redesign and scheduling) Cascades to: Product Team — suggested KR direction: Reduce the number of manual setup steps required from a customer during onboarding from an estimated 12 to 4 by August 15 Customer Success Team — suggested KR direction: Reduce average Customer Success staff hours spent per new location onboarded from an estimated 2.5 hours to 0.75 hours by September 30 O3: Establish Stackly's Mobile Presence Serves: Product differentiation, Series B proof point on mobile capability, and long-term retention improvement as boutique owners shift to mobile-first management Depends on: Product Team and Engineering (beta build and release), Customer Success (pilot recruitment and activation) Cascades to: Product Team — suggested KR direction: Achieve a mobile app crash-free session rate of 99.3% or higher across all beta pilot devices by September 30 Customer Success Team — suggested KR direction: Recruit and activate 100 pilot locations to the mobile beta with an average time from invitation to first active session of 3 days or fewer O4: Build a Repeatable Outbound Sales Engine Serves: Scalable revenue infrastructure, Series B go-to-market story credibility, and future sales team expansion beyond the current 28-person headcount Depends on: Sales Team (process design and rep adoption), Marketing (ICP definition and sequence content), Operations (CRM and sequencing tool configuration) Cascades to: Sales Team — suggested KR direction: Each sales rep completes a minimum of 30 personalised outbound sequences per week and logs all activity in CRM within 24 hours by week 3 of Q3 Marketing function — suggested KR direction: Deliver 4 outbound-ready content assets including a customer case study, ROI one-pager, cold email sequence library, and objection-handling guide by July 25 ────────────────────────────────────────────────────────── CHECK-IN CADENCE ────────────────────────────────────────────────────────── Weekly north star metric: Net new paying locations signed in the trailing 7 days Track this number every Monday — it shows overall health. Highest-risk KR: KR3.2 — Achieve a Day-14 retention rate of 60% or higher among mobile beta pilot users by September 30, 2025 Weekly action: Pull session data for all active pilot locations every Monday; identify the five locations with the lowest engagement in the prior 7 days and assign a Customer Success owner to contact each within 48 hours to diagnose barriers and feed specific findings directly to the Product Team before the following Friday. Weekly check-in (every Monday, 15-30 min): Review each KR: On Track / At Risk / Off Track Update net new paying locations signed in the trailing 7 days — compare to the 25-per-week pace required by week 8 and flag immediately if two consecutive weeks fall below 18 Identify one specific blocker on KR3.2 (mobile beta Day-14 retention) and assign a named owner to resolve it before the next Monday check-in Monthly review (last Friday of each month): Re-rate confidence on every KR Flag KRs needing revision — document the reason and the owner of the revision decision If KR1.1 is tracking below 730 locations by the last Friday of July, escalate a resourcing or channel decision before August 4 — do not wait for the August monthly review Review KR3.2 against actual Day-7 retention as a leading indicator — if Day-7 retention is below 35% in July, downgrade KR3.2 confidence to At Risk and convene a product response session before August 1 End of Q3 2025 (July – September) — OKR Scoring: Score every KR from 0.0 to 1.0 Objective score = average of its KR scores Overall score = average of all Objective scores Target zone: 0.6-0.7 (ambitious and achievable) Above 0.9: targets were too conservative for a post-Series A company at this growth rate — increase ambition meaningfully in Q4 Below 0.4: investigate whether the mobile build timeline, outbound motion ramp time, or onboarding redesign were under-resourced from week one before setting Q4 targets ────────────────────────────────────────────────────────── NEXT STEPS ────────────────────────────────────────────────────────── Present this OKR set to the full leadership team and any board observer or Series A lead investor by July 7 — use the quality score breakdown and anti-pattern rewrites as evidence of rigour; request written sign-off from every department head before July 10 so ownership is explicit and unambiguous entering the quarter. Cascade to the Product Team first — the mobile beta build underpinning KR3.1 and KR3.2 has the longest lead time of any deliverable in this OKR set, and the internal soft-launch date must be confirmed before July 11 for Day-14 retention data to be available in time to iterate before September 30; schedule a 60-minute cascade session with the Product lead by July 8. Set up a shared OKR tracking dashboard in Notion, Linear, or your existing CRM by July 7 with a status field per KR showing On Track, At Risk, or Off Track, pre-populate all 12 KR baselines, and create a standing Monday 9am calendar block of 20 minutes with mandatory attendance from the Sales lead, Product lead, and Customer Success lead. The single most important week-one action on KR3.2 is to lock the mobile beta feature scope with Engineering by July 9 and confirm an August 4 internal soft-launch date in writing — if scope is not fixed before July 11, there will not be sufficient time to collect, analyse, and act on Day-14 retention data from real pilot users before the quarter closes, making the 60% target structurally impossible regardless of execution quality after that date. ══════════════════════════════════════════════════════════ OKR Framework Builder | Quality Score 0-100 Quarterly Theme | Confidence Ratings | Anti-Pattern Check Cascade Alignment | Dependencies | Check-in Cadence ══════════════════════════════════════════════════════════