Mattermost Leadership Team (MLT) consists of Mattermost department heads plus the CEO
This section outlines:
Introduction to MLT
The operations of administrative, tactical, and strategic meetings
Process for alignment and cascading communications
Process for quarterly business reviews, planning, and board meetings
Ian Tien: Co-Founder and CEO
Corey Hulen: Co-Founder and CTO
Kendra Niedziejko: CFO
David Reardon: Chief Revenue Officer
Nirosha Ruwan: VP, Legal
Chen-i Lim: VP, Product
Natalie Jew: VP Human Resources
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:
Fiscal year defining objectives for company and departments based on our latest thinking.
Product Strategy and direction for next fiscal year.
D0 & D1 Goals by MLT and MLX Directly Responsible Individual
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
1% Next Fiscal Year Strategy and Plan are drafted
At Q3 Planning Offsite, MLT reviews Strategy and Plan for next fiscal year developed from 1% draft
Action items are documented and developed around obstacles to success of next fiscal year
Draft budget based on Strategy and Plan and financial investments required to bring plan to life
The focus of Q4 is arriving at a 99% draft of the plan for next fiscal with alignment across MLT and departments, with obstacles mitigated, and headcount and budgets reviewed.
MLT and middle managers work through key defining objectives and map out D0 and D1 goals for next fiscal year
Finance works with MLT to draft financials plan for next fiscal year
Department heads work with their teams, peer stakeholders, and CEO to develop department D2 and D3 goals.
99% department D2 & D3 goals are reviewed by MLT peers and CEO and agreed
Plan for next fiscal year
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