Every January, leadership set the plan.By April, nobody could find it.

A mid-market LATAM services group had a strategy. They had a deck. What they didn’t have was a way for anyone outside the executive team to find it, read it, or know if their work was still part of it. By the end of year one on Profit.co, that gap had closed.

Story in 3 sentences

A LATAM mid-market services group watched their strategy dissolve every year between the offsite and the actual work — directors quietly running their own version of the plan, initiatives running on momentum long after they’d stopped mattering.

They deployed Profit.co’s OKRs module — and for the first time the whole company opened the same dashboard on a Monday morning. Quarterly planning went from a six-week slog to a working week. The Monday status email quietly disappeared.

This story will resonate if…

You can name the company strategy in one sentence — but you’re not sure your team can
Quarterly planning eats half the quarter
“How are we doing on the goal?” gets a different answer from each manager
The strategy deck from January looks unrelated to what people are working on by April

The challenge

Their strategy wasn’t wrong. It just kept getting lost on the way down.

Every year the leadership team locked themselves in a room for two days, came out with a slide deck, presented it to the directors, and went back to running the company. The directors took the deck home. Most never opened it again.

The plan wasn’t bad. People liked it when they heard it. The problem was what happened after.

By February, three or four directors were quietly running their own version of the year. Not because they disagreed with the strategy — they couldn’t remember it well enough to disagree. By April, the executive sponsor of one of the biggest initiatives had moved roles, and the initiative kept going anyway, on momentum, for another two quarters before anyone noticed it had stopped mattering.

What kept the CEO up at night wasn’t the strategy. It was the gap between the strategy and what people were actually doing on a Tuesday afternoon.

They tried the usual fixes. All-hands updates. Shared documents everyone was supposed to read. A series of tools, each solving one piece. Some of it helped. None of it held. The problem wasn’t process — it was visibility. There was no single place where the whole picture lived, current and honest, for anyone who needed it.

“Setting the goals was never our problem. We’ve always been good at ambition. What worried us — what actually kept people up at night — was not knowing whether the goals we’d set in January were still the ones being worked toward in October.”

Operating leader

LATAM mid-market services group

The solution

Five platforms. Four demos. One thing nobody else got right.

They evaluated five platforms over about ten weeks. Two were spreadsheet-style trackers — too thin. Two were enterprise suites with implementation timelines longer than the problem they were trying to solve. One was a goal-management tool that looked right in the demo but couldn’t show how a company-level objective broke down into a frontline contributor’s weekly key result without three layers of manual linking.

Profit.co was different in one specific way. When the COO clicked through the alignment view, she could see the whole thread. Company objective at the top. Department objectives branching from it. Team OKRs below those. Individual key results at the leaves. Live. Updating. She said “I can finally see it” out loud — with the vendor still on the call.

That was the moment. Procurement took another month, but the decision was made that afternoon.

How the OKR programme actually runs

Every quarter — three or four objectives, no more

Leadership sets three or four company-level objectives. Each has measurable key results. Departments pull from those — usually two of the three are clearly theirs to own. Teams under those departments pick their slice. Individuals, where it makes sense, write key results that ladder up to the team’s.

Every week — ninety seconds per person

Everyone with active key results gets a nudge. They update the number, flag their confidence, add one sentence if something changed. That’s it. The dashboards update themselves. Nobody chases anyone for a status report.

The rollout was bumpy — and the check-in stuck anyway

A couple of teams wrote vague, output-based key results in the first round. An OKR coach spent most of her first month rewriting drafts. But by the end of the second quarter, weekly check-in completion was higher than the company’s annual performance review had ever been. The CEO thought it would be the first thing people ignored.

One place — that’s actually current

What changed isn’t the OKRs. They had OKRs before, sort of. What changed is that there’s now one place to look — and the place is current. The strategy doesn’t live in a deck anymore. It lives in a tab on everyone’s browser.

Platform integration

OKRs don’t live in isolation. Here’s how they connect the whole platform.

The OKR module is the strategic backbone of Profit.co. Its real power isn’t just goal-setting — it’s what happens when OKRs are connected to the projects executing against them and the people being evaluated on delivering them. Here’s how this organisation uses all three together.

🎯 OKRs → Projects → Performance: how the connection works

OKRs power Projects

Every project in the portfolio must link to at least one OKR before it gets resourced. If a project can’t answer “which company priority does this serve?” — that conversation happens in planning, not in a post-mortem six months later.

Projects feed OKRs

As projects hit milestones, their progress automatically updates the key results they’re tied to. An OKR marked at risk now comes with a visible reason: which project is behind, and by how much.

Both inform Performance

When review time comes, a manager opens the performance form and sees the employee’s OKR completion and project contributions in the same screen — live, connected. The review isn’t a memory exercise anymore.

Company OKRs set → Projects linked to OKRs → Project milestones update key results → OKR + project data feeds performance reviews → Review insights inform next OKR cycle

The results

The strategy doesn’t live in a deck anymore. It lives in a tab on everyone’s browser.

“Strategy reviews used to feel like archaeology. You’d come in with a reconstructed picture stitched together from emails and spreadsheets — and everyone knew it was already weeks out of date. Now I walk in with a live picture. It’s a completely different conversation.”

Operating leader

LATAM mid-market services group

By the end of year one, something had shifted that the leadership team hadn’t fully anticipated. Managers stopped arriving at planning sessions with their own version of the company’s priorities. They arrived with the company’s version. The debates that used to consume the first hour of every leadership meeting mostly stopped happening. The data was the same for everyone.

Before Profit.co

Quarterly planning ran six to seven weeks. Three executives gave three different answers to the same board question. Strategy deck shared once, opened twice. Status reporting via Friday email — mostly skim, mostly stale. Misaligned initiatives discovered in retrospectives, not while there was still time to change them.

After year one

Quarterly planning wraps inside a working week. One dashboard. One answer. Updated live. Strategy is the home screen, not the deck. Weekly check-ins replace the status email entirely. Pivots propagate in days, not quarters.

Planning

Planning got its weekends back

The six-week quarterly planning slog compressed into a working week. Off-sites still happen — but for sharpening, not building from scratch.

Alignment

The board gets one answer

Whichever executive opens the dashboard, the number on screen is the same one the COO sees. Three different versions of the truth became one.

Adoption

Check-ins stuck. Nobody expected that.

Weekly completion outran the company’s annual performance review completion — ever. Managers started using check-ins as the standing 1:1 agenda.

Speed

Pivots travel faster

When priority shifts at the top, the alignment view shows exactly which key results need to change and which teams own them. Days, not quarters.

Governance

Initiatives die on purpose

Projects that quietly stopped mattering used to keep running on momentum. Now they get retired in the same review they lose their connection to a live objective.

Culture

The strategy is something people can name

Ask any director what the company is trying to do this year — you get the same three sentences. That used to be the leadership team only.

Recognise any of this?

You don’t need a six-week planning cycle for your strategy to go missing. If your goals live in a deck and your team is guessing at priorities, it might be time to see what a live view looks like.

A LATAM Mid-Market Services Group