Mattermost Leadership Team (MLT) consists of Mattermost department heads plus the CEO
This section outlines:
The VPMOM for MLT cadence summarizing purpose and measures
The operations of administrative, tactical and strategic meetings
Process for alignment and cascading communications
Process for quarterly business reviews, planning and board meetings
The purpose of MLT Daily Admin is to clear day-to-day administrative items from our other MLT meetings and from disruptive interruptions during the day.
MLT Daily Admin consists of:
Standup Post: A concise summary of Asks, Heads-ups, and FYIs for MLT peers from your department posted on working days
MLT Sync: A Zoom meeting for entire MLT up to 10 minutes starting at 8:31am Palo Alto time on working days.
MLT After Sync: Spontaneous cross-departmental follow-ups not relevant to entire MLT after end of MLT Sync until 8:55am Palo Alto time via Zoom or phone among MLT leaders
Topic
Definition and Examples
Where to share in MLT Daily Admin
Asks
MLT-level administrative ask (e.g. headcount plan late)
Escalations (e.g. help on urgent customer issue)
Stand-up Post
MLT Sync
Heads-up
Change in expectations (e.g. something may not delivered)
Information needing emphasis (e.g. press item, staff change)
Note: Standup post should include links when appropriate
Stand-up Post
MLT Sync
FYI
MLT-level FYIs for yesterday or today
Include links to detail for people to learn more
Stand-up only
Sensitive issues
Item that is not appropriate to be written before it is discussed (e.g. personal issues)
Omitted from Stand-up before MLT Sync, please add a note after meeting so the information is archived
MLT Sync only
Any time up to 12 hours before 8:31am Palo Alto time on weekdays
Before meeting use /standup command to post updates to peers in the channel of what’s important:
If you post incorrectly, use the “Edit” option to update.
Most updates will look something like this:
If there’s a lot to talk about, use this format:
8:31am to 8:41am Palo Alto time
Meeting starts promptly at 8:31am SF time
Each MLT member has ~60s for updates
Meeting ends at 8:41am SF time
8:42am SF time to 8:55am Palo Alto time
8:42am to 8:55am offers 14 minutes to talk through cross-team communication and administrative items outside of meeting
Use Zoom in DM channel or phone
Tuesdays 10:00am to 11:30am Palo Alto time with MLT The purpose of MLT Weekly Tactical is to keep MLT team on track to quarterly and annual targets. Discussions held in MLT Weekly Tactical Channel.
(0:00) MLT Sync - Complete MLT Sync and queue any last items for Weekly Tactical
(0:11) Scoreboard Review - Review Thematic Goal
Discuss red/yellows on Defining Objectives and Standard Operating Objectives
Check that all objectives have measures and due dates
(0:45) Tactical Agenda - Discuss queued items, 5m max per topic. Choose:
Discuss now
Discuss later (another Monthly Strategic or at another Weekly Tactical)
Discuss 1-1/outside of MLT
(1:10) Decisions/Actions - Summarize decisions/actions in writing
(1:20) Cascading Communications - Decide what to communicate broadly
This includes Customer Obsession Meeting announcements
If meeting ends without agreement, Vice-Chair notes this in MLT Weekly Tactical channel with an @all mention
The purpose of MLT monthly strategic meeting is to achieve clarity and closure on strategic issues through review, discussion and decision on queued topics.
Meeting is monthly for 2-4 hours with Mattermost Leadership Team.
Ad hoc meetings may also be called for strategic discussions using same format.
Pre-work
(Vice-Chair) Agenda drafted based on queued topics in MLT Monthly Strategic channel
(Vice-Chair) Agenda posted in MLT Monthly Strategic Scratch document
(MLT) People who queue topics post relevant materials in Agenda 24 hours before meeting
Meeting Cadence
MLT reviews, discusses, adjusts as needed, and agrees on Agenda for time allotted
MLT discusses each topic and reaches decisions for clarity and closure
(20m before end of meeting) Decisions/Actions are summarized
(10m before end of meeting) Cascading Communications are agreed
The purpose of target setting is to confirm targets, plan and budget for MLT departments for the period.
The MLT plan consists of:
Company and department fiscal year 1-page VPMOMs
Quarterly plan, in the context of fiscal year VPMOM
Financial plan, including revenue
Headcount plan
We’re currently focused on quarterly plans and will move to halves
Quarterly plans are locked for the quarter–Changeable only in MLT team meeting
Progress on quarter plans reviewed at the start of next quarter
Okay to reduce targets prior to 20 days before quarter end (except revenue & pipeline)
Quarterly plans are in context of annual VPMOM
Drafting MLT Plan
T-Minus 4 Weeks to announcement.
The following should happen within a 2 week period, with 1-2 iterations in each step:
CEO discusses company and department VPMOMs 1-1 with department heads to ensure alignment
If applicable during the period, sales, CEO and finance set or adjust the revenue targets
People meets with department heads to discuss current and future org structure
Include discussion on performance, potential and any FYIs
Finance works with department heads to discuss headcount and program spend budget
Include budget variance
Department heads social plans with their teams
Review WIP Plan
T-Minus 2 Weeks to announcement.
At Monthly Strategic Meeting:
WIP VPMOMs, quarterly plan and proposed orgs reviewed by MLT
MLT shares feedback on each VPMOM and quarterly plan
Cross-department dependencies documented
Draft agenda
Review of MLT Plan Process
Company VPMOM & Q2 plan
Sales VPMOM, Q2 plan and proposed org
R&D VPMOM, Q2 plan and proposed org
Marketing VPMOM, Q2 plan and proposed org
Customer Success VPMOM, Q2 plan and proposed org
Finance VPMOM, Q2 plan and proposed org
People VPMOM, Q2 plan and proposed org
MLT socializes updates to high-level plan with their departments
Finalize Plan
T-Minus 1 Week to announcement
Company and VPMOMs updated given feedback
Financial plan adjusted
Headcount approvals published
Plan Shared
Week of announcement
Company VPMOM shared at all-hands
Department VPMOMs are posted
MLT presents company plan to their departments
Each quarter we review process towards our VPMOMs and discuss achievements and opportunities.
TBD
QLR is an exercise to increase output through concise, efficient review of quarterly goals for company and department in the context of VPMOMs.
Time and People
Scheduled monthly for 3.5 hours with Mattermost Leadership Team.
Prior to Meeting
Materials for QLR agenda are shared by Friday prior to the QLR meeting.
Agenda
(CEO) Reviews MLT Cadence VPMOM (10 minutes)
(Each department head) Reviews quarterly goals in the context of VPMOMs, including the following (15 minutes per person):
Goals for previous quarter
Previous quarter achievements and opportunities
Goals for current quarter
Cross-department dependencies
Hiring plan and org chart
(MLT) Break (10 minutes)
(MLT) Deep dive into GTM (90 minutes)
(CEO) Wrap-up, including follow-ups (10 minutes)
QGR is a quarterly drilldown on sales, marketing and customer success in the context of VPMOMs. Agenda to be determined.
QRR is a review of product vision, near term roadmap and long term roadmap in the context of VPMOMs. Agenda to be determined.
Review of non-GTM, non-R&D departments in context of VPMOMs. Agenda to be determined.
As reviews happen, follow-up items are noted in RAPID format and meetings scheduled based on RAPID assignments.
Between 21st and end of the month
Scheduled 18 months in advance
Board deck is sent to Board 3 calendar days before Board meeting
General session: Includes leads from Mattermost team, usually sales, occasionally CS, product
Closed session: VP Finance and CEO update Board
CEO and Board: Board gives feedback to CEO
Board without CEO: Board discusses feedback among themselves, then one board member delivers feedback to CEO
25 minute debrief scheduled with each board member same day or the day after board meeting via their admins.
1 hour debrief with MLT scheduled same day after board meeting.
Preparation for the annual plan and budget for the next fiscal year begins in the second half of the current fiscal year.
In Q3 we have three goals:
50% VPMOM for company and departments based on our latest thinking
Prioritized issues to solve before we lock 99% plan at end of Q4–largely coming from Obstacles in 50% VPMOM
After aligning with MLT, begin to discuss 50% VPMOMs with departments to develop into 99% in Q4
Typically there is not pressure for budget or headcount discussions in Q3, focus is strategy.
Q3 Punchlist for Next Fiscal Year Planning
The company 3-year aspirations are reviewed
A 1% MLT VPMOM for next fiscal year is drafted by CEO and reviewed with MLT department heads
Department heads draft 1% Department VPMOMs for next fiscal year and review with peer stakeholders and CEO
At Q3 Planning Offsite, MLT reviews 50% MLT VPMOM for next fiscal year developed from 1% draft
At Q3 Planning Offsite, department heads present 50% Department VPMOMs, reviewed by peer stakeholders and CEO
Action items are documented and developed around Obstacles to success of next fiscal year
50% MLT and Department VPMOMs, plus Obstacles, are presented to department leaders
The focus of Q4 is arriving at a 99% draft of the plan for next fiscal with alignment across MLT and departments, with key Obstacles mitigated, and headcount and budgets reviewed.
MLT and middle managers work through key Obstacles for next fiscal year
Finance works with MLT to draft financials plan for next fiscal year
CEO works with MLT to develop MLT VPMOM from 50% to 99%
Department heads work with their teams, peer stakeholders and CEO to develop Department VPMOM from 50% to 99%
99% MLT VPMOM is reviewed by MLT and agreed
99% Department VPMOMs are reviewed by MLT peers and CEO and agreed
Plan for next fiscal year is locked based on VPMOMs
VPMOMs, quarterly plans and proposed orgs are reviewed by MLT. Use the following order to review VPMOMs:
Measures
Priorities
Vision
Obstacles
Methods
MLT shares feedback on each VPMOM and quarterly plan. Cross-department dependencies documented.
This section outlines metric definitions maintained by finance for reporting to investors.
These are metrics for MLT discussions
Any metrics shared by a department with the MLT will be asked to work with business operations to define the metric to be listed on this page under standardized naming and MLT definition checklist
Definitions center around ARR, GMA Magic Number and NPS
MLT definitions checklist
Qualifiers precede metrics names
i.e. use ""Gross Margin Adjusted Magic Number" instead of "Magic Number, Gross Margin Adjusted" to avoid ambiguity when label names are truncated
Metric names should only have one possible interpretation
All MLT Metrics should have a unique acronym shorter than 8 characters
Metrics will inevitably be shortened, pre-emptive definition avoids collision
IARR: Incremental Annual Recurring Revenue (50%): (New logo ARR + Expansion ARR) - (Contraction ARR + Churn ARR)
New Logo ARR (1%): ARR from new logos signed, with start dates in the respective period.
Expansion ARR (1%): ARR from existing customers with a cross-sell/upsell deal, with start dates in the respective period (e.g. increased licensed seat count, upgrading from E10 to E20).
Contraction ARR (1%): Reduction in ARR from existing customers whose ARR does not become zero.
Churn ARR (1%): Reduction in ARR from an existing customer whose ARR becomes zero.
Net New ARR (1%): (New logo ARR + Expansion ARR) - (Contraction ARR + Churn ARR)
Count of New Logos (1%): Count of new logos signed, with start dates in the respective period.
Count of Churned Logos (1%): Count of logos lost where an existing customer is no longer paying Mattermost.
Total Active Users: The total number of user accounts created on a single Mattermost server. Excludes deactivated accounts, deleted accounts and bot accounts. This is also the “Total Active Users” measure shown in System Console > Site Statistics.
Registered Authorized Users: Same as Total Active Users.
Total Registered Users: The total number of user accounts created on a single Mattermost server, including deactivated and deleted accounts.
Daily Active Users (DAU): The total number of users who viewed the Mattermost site in the last 24 hours. Excludes bot accounts. This is also the “Daily Active Users” measure shown in System Console > Site Statistics.
Monthly Active Users (MAU): The total number of users who viewed the Mattermost site in the last 30 days. Excludes bot accounts. This is also the “Monthly Active Users” measure shown in System Console > Site Statistics.
Active User Count: A measure of the number of active users last 24 hours. Legacy measure, do not use this for analysis or decision-making.
GMA Magic Number: Gross Margin Adjusted Magic Number (1%): Net New ARR in a period multiplied by Gross Margin in the period, divided by total Sales & Marketing expense in prior period.
NGMA Magic Number: Non-Gross Margin Adjusted Magic Number (1%)
Gross Margin: Net sales revenue minus cost of goods sold
Cost of Goods Sold:
Product NPS: The product net promoter score (Product NPS) measures user satisfaction of the product, calculated based on single question “How likely are you to recommend Mattermost?”. The score is based on a -100 to 100 scale, with the calculation detailed here.
End User Product NPS: The Product NPS calculated among end users only (ie. not among Team or System Admins).
System Admin Product NPS: The Product NPS calculated among System Admins only.
Support Metrics (E10 and E20): Metrics calculated based on Zendesk tickets opened by E10 and E20 customers. Tickets opened by non-subscribed organizations are not counted towards these metrics.
Tickets Created: Number of net new Zendesk tickets created.
First Response Time [Median, hours]: The median number of hours from when a ticket was opened in Zendesk to when the first response was sent to the customer.
% First Response >8 Business Hours: % of newly opened Zendesk tickets whose first response time is greater than 8 business hours as defined in https://mattermost.com/support/.
Resolution Time [Median, hours]: The median number of hours from when a ticket was opened in Zendesk to when the ticket is resolved.
% Resolution Time >7 days: % of newly opened Zendesk tickets whose first resolution time is greater than 7 days.
% Resolution Time >14 days: % of newly opened Zendesk tickets whose first response time is greater than 14 days.
Number of CSAT Responses: # of new CSAT (Customer Satisfaction) survey responses from customers whose Zendesk ticket was resolved.
Customer Satisfaction Score: % of newly submitted CSAT survey responses who responded “Yes” to the question .
For technical analytics definitions not covered here, see the Analytics Playbook.
To be added.
How Mattermost, Inc. operates as a company
About Mattermost: Mission, vision, company overview, history
How to VPMOM: How we use VPMOMs to create organizational alignment at high speed
MLT Cadence: Cadence of Mattermost Leadership Team to develop company strategy, plan, review and adapt.
The following section lists out the public portions of VPMOMs for Fiscal Year 2020 (“FY20”), which ends January 31, 2020:
Vision
Be #1 high trust open core DevOps-first collaboration platform
Priorities
Best people for function and culture - High performance, remote first
Openly document DevOps, product, and workplace
Time to value - Deliver value to customers and colleagues quickly
User experience - Easy-to-use, easy-to-work with
High output process - Scalable, reliable, vacation-ready processes that are efficient
Methods
Hire & onboard open source, remote-first, communities-centered team
Deliver high quality, DevOp-first collaboration and app platform
Design and scale effective customer onboarding
Deliver pipe by scaling online discovery, education, and trial experience
Build the machine to scale open core sales, direct and indirect
Operate efficiently ~~and fund growth~~
Obstacles
Under-resourced on support, on-boarding and best practices
Lack of infrastructure
Missing tools, automated metrics and reporting
Lack of recommended solutions for core DevOps integrations
Lack of core DevOps thought leadership across the company
Lack of clearly and publicly defined metrics
Lack of unified theory of the business
Measures
Top Tier sales ARR growth, net expansion and retention metrics
Choice destination for open source, remote-first, communities-centered candidates
Co-marketing with 2+ leading DevOps platforms, 2+ customer references each
Consistently achieve product NPS target
Growth in free downloads and reported trial activations
Growth in contributor community
One-page summary on how MLT works together as a first team to meet and exceed company objectives
Vision
MLT delivers outstanding results with first-team mindset and cadence driving alignment, effectiveness and predictability
Values
MLT is our first team - Prioritize company over departments. No one fails alone
Alignment - MLT in sync on plan, priorities, process and progress
Effectiveness - We run the company well
Predictability - We make progress on plan with few preventable surprises
Methods
Strategic, tactical and administrative MLT cadence - Stay in sync, solve problems as a team
Quarterly planning process (moving to halves) - Develop, adapt and finalize plans for next quarter
Quarterly business review - As a first team, review previous quarter and align plans for current quarter
Annual planning offsite - Discuss and finalize plans for the year
Board and adviser reviews - Check-in with board and advisers to align on annual plans
Team leadership workshops - Increase organizational health by investing in team cohension
Opportunity for leadership coaching / advisers (no obligation) - Invest in our leaders
Obstacles
Need to realign natural tendency to prioritize department over company
Need to make time for MLT cadence
Measures
MLT meets and exceeds objectives
Company is excited about direction and understands their contribution
Measures, budget and program spend agreed and stable for the period