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Motivosity Strategy Map

Living document — updated weekly via Weekly Leader Update
Our Vision
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Winning Aspiration
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Our Enduring Truths
Our Product
For users, our software wins because it is intuitive, beautiful, and improves their workplace experience every time they interact with it. We lead in innovation around what appeals to end users. The key to our success is the highest possible user participation rates, which result in the highest impact and clearest data. For administrators, our software wins because it is easy to manage both programs and budgets. For leaders, our software wins because it provides clear and actionable information about the state of the workforce in ways that no other technology offers.
Our People
We hire people who add to our collective energy, not detract from it. Our company values are a reflection of the type of people we hire. Our ambitious goals require that we employ only high-energy individuals who actively seek to increase their professional skill and contribution level. Our values of Serve Always, Love What You Do, and Stay Young are a reflection of this truth.
Strategic Pillars
Category Leadership
Position Motivosity as the platform that transforms recognition from a reward transaction into a cultural system. Recognition that builds connection — not just rewards distribution.
Capital-Efficient Growth
Achieve Rule of 40 performance with limited additional capital through budget discipline, selective cost management, and operational efficiency.
Revenue Excellence
Improve revenue productivity through sales efficiency, NRR improvements, and expanded market presence. Critical during current sales transformation.
AI-First Operations
Human-centered, AI-forward operating model. Optimize for uniquely human work — judgment, creativity, relationships, strategy — while AI handles the rest.
Strategic Goals
Financial
$20M run rate
Rule of 40 company
24 month payback period
Customer
1,500 customers
500,000 users
110% NRR
Operational
$300K/FTE
Human-centered, AI-forward
2026 Annual Objectives
50+
Premier Accounts
100%+
NRR
$34M+
Program Spend
32 mo
Payback Period
$4M
ARR from Sales
AI
Transformation
Q2 2026 Key Initiatives
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Weekly Pulse

Initiative status by person — updated live from the strategy sheet
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Leadership Meetings

Cadence, agendas, and how we work together
Senior Leadership Team Weekly
Wednesdays • 10:30 AM–12:00 PM • 90 minutes
Attendees (Senior Leadership Team)
Scott (CEO) Dustin (CRO) Raechel (Marketing) Jesse (CPO/AI/GTM) Matt (Finance) Spencer (Customer Success)
10:30 Highlights 10 min Wins, celebrations, shoutouts
10:40 Key Metric: Q Forecast Change 5 min Is the upcoming quarter forecast going up or down?
10:45 CEO — Vision & Strategy 5 min Connect to the big picture
10:50 Function updates 35 min Raechel, Dustin, Spencer, Jesse, Matt, and Scott update on initiatives
11:25 Blockers & Needs 30 min Problem-solving, help requests, cross-functional issues
11:55 Special Topics Scheduling 8 min Set SARs and deep-dive meetings
Ground Rules: No devices • Data not opinions • No punishment for red • Everyone participates
Extended Leadership Team Monthly
Second Thursday of each month • 10:00 AM–12:30 PM • 2.5 hours
Attendees (Extended Leadership Team)
Scott (CEO) Dustin (CRO) Raechel (Marketing) Jesse (CPO/AI/GTM) Matt (Finance) Spencer (Customer Success) Wade (Product) Dano (Engineering) Mark (Mid-Market Sales) Carly (Sales Ops) + Other Extended Leaders
10:00 CFO — Annual Objectives Update 15 min Where are we vs. 2026 goals?
10:15 Function Health Metrics 35 min Each function wraps up what worked/didn't work last month/quarter. Bring numbers as evidence. Share Insights. Product, Marketing, Sales, Partnerships, Customer Success, Engineering, AI/GTM
10:50 Quarterly Initiative Progress Review 45 min Are we on track? What's breaking down?
11:35 Next 30 Days 45 min What must be true to be on track in 30 days?
Braintrust
Third Thursday of the second month of each quarter • 10:00 AM–12:00 PM • 2 hours
10:00 CFO — Annual Goal Metrics 15 min Update on annual goal metrics. Highlight where we're ahead or behind.
10:15 Product Brainstorm 30 min Group critique (topic selected by Product) — brainstorm/critique around a product offering or initiative that's been delivered (e.g. "Here's what Sworkit is actually doing within our accounts. How do we make it better?")
10:45 Sales and Marketing Brainstorm 30 min Group critique (topic selected by Sales & Marketing) — brainstorm/critique around a particular sales topic (e.g. "Here's how we're pitching milestones for milestone-only prospects. How can we improve?")
11:15 Strategy Brainstorm 30 min Think outside the box (topic selected by Scott) — brainstorm around opportunities to address elements of our mission/vision/enduring truths/strategic pillars in what we deliver as a company. Moonshot territory, not "keeping up with competitors."
Deliverables: Throw confirmation bias out the window. Be vulnerable and listen to other ideas. In the pile of ideas there may be a nugget that changes our trajectory. Afford ourselves time to explore these ideas.
Quarterly Planning
Week before quarter end • Half-day
— Prior Quarter Review What worked, what didn't
— Next Quarter Initiative Setting What are our 3-4 big bets?
— Resource Alignment Who's doing what
— Annual Objective Refresh Adjust if needed
Senior Leadership Quarterly Pre-Planning
Prior to each Quarterly Planning Day • 3.5 hours
Attendees (Senior Leadership Team)
Scott (CEO) Dustin (CRO) Raechel (Marketing) Jesse (CPO/AI/GTM) Matt (Finance) Spencer (Customer Success)
— Welcome and Review our Strategic Goals 30 min Review goals for the next 18–24 months. Are they still accurate or are there new gaps?
— Quarter Pitches 3 hours Each leader presents for 10 minutes, followed by 20 minutes of Q&A and discussion — six presenters total.
Using what you know about current progress and our annual goals, include the following in your presentation:
  • What do you believe the company must do in the upcoming quarter and why does it matter? (Could be your department or anywhere)
  • What must be done in your department in the upcoming quarter and why does it matter?
  • What one wish list item would you like to see happen in the upcoming quarter?
Action: Take what we learn here and return on the planning day prepared to define next quarter's initiatives and measures.
Status Color Code
Green — On track, no help needed
Yellow — Issues identified, solution in progress
Red — Major problem, needs help
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