Mark Douglas

unless we have some kind of contingency that happened.

But this is a great way.

It's very simple, very simple chart, but you can really keep your company on track with delivering your objectives.

And then we take it down a step further and we have a KPI, some kind of measurement for everybody in the company that's all directed up to the goals of the person.

I know this is a bit of work sometimes, but you got to measure this either weekly or monthly.

Don't so the minimum we do is a monthly KPI review of everybody, every department.

And it's super important that you have this involved because then that'll keep you on target for your your your plan as well.

And then just as important is that financial model.

So every department is empowered to have their own budget, their own resources, and we align that into the financial model.

And my CFO meets every month with the department head, and they look at the budget.

Are you on target with your KPIs, your objectives?

Do we hire your resources?

Are you on target with your expenses?

And it gives you a little bit of flexibility to roll because you're able to then, if you're having a bad quarter, you can go, well, let's slow down the hiring and then maybe relax on some of the objectives because that gives you the ability to still maintain your number one goal, which is your profit, right?

And then the final thing under strategy is, obviously, you all know this, we have to develop great software.

So I just wanted to share a few things from my experience on what I think are really important aspects to developing great software.

We have this thing we call shiny objects in the company, and we really got to stay away from shiny objects.

Stay focused on your goal.

That's a huge thing.

I'm probably the biggest culprit that has created problems for shiny objects.