Plexus Leadership Intelligence
Offsite Pre-Read — 21 July 2026
Live data synthesis for the SLT offsite. Q4 cycle status, active risks, and context for setting Aug–Oct OKRs. Sources: Plexus Data MCP, Slack SLT, L10 transcripts, Asana — pulled 14 July 2026.
8-Week Snapshot — Where We Stand
Key developments since the April offsite. Q4 closes 31 July — this is a live read, not a retrospective. Data pulled 14 July 2026.
The picture going into the offsite
ARR is stable at ~$9.33M across 181 customers. New business was stronger than the headline: 4 new logos closed at $172,861 vs $200k target (86%), 61/60 discovery meetings hit, Sales Academy model working. Blended GRR improved from 83.7% to 85.1% with $1.13M in AM renewals and $180K expansion — but the tier split is stark: T1 strong, T3 Light Touch at 36%. The churn problem is unexpected losses from accounts without exec sponsor contact for 18+ months, concentrated in international markets. Some customers citing in-house build intent. MS health scores structurally low. On the engineering side, July has been disruptive for ProTech specifically — the Engineering TL resigned (7yr tenure). On the product side: Contract Redlining going GA today, PLG trials launched July 3 (without full marketing support), Evolve in prototyping, Brain connected org-wide. The offsite question is: what does Aug–Oct look like with this team, this product, and this market context — and which decisions need to be made here that can't be made in an L10?
1. Unexpected Churn — International Markets Not Looked After + Build-In-House Signal
ARR stable at ~$9.33M. New business was stronger than it looked: 4 new logos closed at $172,861 vs $200k target (86%), with Alcoa and Infotrack still in pipe for July. 61 discovery meetings vs 60 target. The churn problem is unexpected losses from accounts that had no executive sponsor contact for 18+ months, concentrated in international markets. Executive assessment: this is a mismanagement problem, not a product problem. Some international customers citing wanting to build in-house. Blended GRR improved from 83.7% to 85.1% — but the tier story is stark: T1 strong, T3 Light Touch at 36%. $180K expansion closed alongside renewals. $1.13M in AM renewals this quarter.
~$9.33MARR (stable)
4 new logos$172,861 vs $200k (86%)
85.1%Blended GRR (↑ from 83.7%)
86% T2GRR
76% T3GRR
113%T1 NRR
CommercialRevenueCS LeadFinance
2. Marketing Suite — CEO has published the structural response: Wizard 2.0
SLA compliance fell from 70% to 7%. Turnaround blew out to ~78h against a 24h promise. Open backlog reached ~193 jobs (understated — records were hard-deleted). ~67 client emails sitting in one inbox. 8 named enterprise accounts escalated; L'Oréal ($200k+/year) openly questioning the product's value. Volume has grown 2.5x since 2016; the operating model hasn't. The response: a full PRD for Wizard 2.0 — a greenfield AI-first matter management system on Brain (co-authored with MS Lead's vision paper, 15 July). CPO aligned in principle (13 July). Engineering sizing and budget still outstanding — these are offsite decisions. The $3.2M MS revenue line is the accountability frame.
7%SLA compliance (from 70%)
~78hTurnaround (vs 24h SLA)
~193Open backlog jobs
$3.2MMS revenue line at risk
PRD publishedWizard 2.0 (15 Jul)
CEOPeopleMS LeadProduct
3. $680k Churn Risk Book — close dates passing
Seven accounts in "Churn Risk" stage totalling ~$680k ARR. Bio-Rad ($111k T2) close date was 1 July — 13 days overdue. Esports Entertainment Group ($39k T3) close date is today. Arevon Energy ($237k T1 — the single largest risk) has a close date of 1 August. Additionally, overdue MS/PW renewals for EBOS ($78k) and Trend Micro ($111k) with close dates passed. CEO flagged Arevon and Bio-Rad (July 9) as accounts the team "got sideswiped by" through lack of executive sponsor contact for 18+ months.
$237kArevon — T1 (close Aug 1)
$119kHighland Fleets — T2
$111kBio-Rad — OVERDUE
$97kCity & Guilds — T2
CommercialRevenueCS Lead
4. GTM — New Logo Target 86% Met, BDR Impact Clear, Inbound/Outbound Alignment Next
4 new logos closed at $172,861 vs $200k target (86%). 61 discovery meetings vs 60 target. BDR support made a real difference on appointment setting. Sales Academy proving out — ramp-and-scale model works. PLG self-serve trials launched July 3 — first in Plexus history. Infrastructure issues: website traffic down 70% post-launch, GA4 attribution broken (BRAIN-328 pending), PLG launched without the marketing support it needed (Outgoing Marketing Manager capacity gap). Alcoa and Infotrack in pipe for July — urgency required. Marketing Lead in place; need to align inbound/outbound properly with RevOS/SDRos.
4 new logos$172,861 vs $200k (86%)
61/60discovery meetings
−70%Website traffic
~$230kWeighted pipeline
LivePLG trials (Jul 3)
MarketingAEProduct
5. ProTech — Engineering TL departure + Wizard 2.0 scope landing simultaneously
The Engineering TL (7yr tenure) resigned July 8. The replacement is in progress. The real pressure is that Wizard 2.0 (a greenfield AI-first build) is now in scope for ProTech simultaneously with Evolve, PLG, Brain platform work, and onboarding new engineers. Engineering sizing for Wizard 2.0 is outstanding. a senior engineering hire (ex-AWS/Atlassian) and QA Engineer (QA) have joined; 11 people onboarded this quarter despite 8 weeks of severely reduced People capacity — 4 weeks of a departing hire, followed immediately by 4 weeks of the Head of People unexpectedly out.
PeopleEngineeringCEOFinance
6. Product Momentum — genuine forward progress this quarter
Contract Redlining going GA today (~13 July, gated on final CEO review). PLG self-serve trials launched July 3 — the first time prospects can trial Plexus without a sales conversation. AU-hosted AI sovereignty code complete ~17 July (answers data residency requirements). Plexus Counsel running on Claude Sonnet in Australia. Evolve (Plexus 2.0) moved from vision to active prototyping on Brain. Custom Apps Automation in definition. Brain MCP connected org-wide. Woolworths API/MCP layer in definition — potential major integration unlock.
ProductEngineeringPMEngineer
Risks & Constraints
Updated risk register as at 14 July 2026. Ranked by severity and urgency. Risks marked Critical = need SLT decision or intervention this week.
01 Marketing Suite — Wizard 2.0 PRD Published, Execution Now at Risk
SLA at 7%, turnaround ~78h vs 24h promise, ~193 job backlog, L'Oréal ($200k+) questioning value. CEO has published the structural response: Wizard 2.0 — greenfield AI-first matter platform on Brain, $3.2M revenue line accountability frame. Risk has shifted from "no response" to "execution against peak season with no TL and no budget signed off." Engineering sizing and budget TBC. CPO aligned in principle 13 July. Pilot client selection outstanding. T1 MS health avg 42.6, T2 30.7, T3 26.9.
Critical This week CEOPeopleMS Lead
02 Bio-Rad Close Date Passed + Active $680k Churn Risk Book
Bio-Rad $111k (T2) close date 1 July — 13 days overdue. Esports $39k close date today. Arevon $237k (T1) close date Aug 1. Total active churn risk: ~$680k. Root cause: 18-month exec sponsor gap, not product issues.
Critical This week CommercialRevenue
03 GTM Infrastructure — Website Traffic Down 70%, Attribution Broken, PLG Under-Supported
New business was stronger than it looked: 4 new logos at $172,861 vs $200k (86%), 61/60 meetings. The risk is infrastructure and alignment: website traffic −70% post-launch, GA4 attribution broken (BRAIN-328), PLG launched without full marketing support. ~$230k weighted pipeline. Alcoa and Infotrack still in pipe. Without attribution live and inbound/outbound aligned (with Marketing Lead), the funnel is unmeasured heading into Aug–Oct.
Critical Q4 exit MarketingAE
04 T2 and T3 GRR Structurally Below Target
T2 GRR 86.28%, T3 GRR 76.4%. MS health T2 avg 30.7, T3 avg 26.9. QBR cadence is significantly below required levels. Root cause: management absence, not product. Churn concentrated in international accounts with no active exec relationships.
Critical Ongoing CommercialCS Lead
05 the outgoing Engineering TL Departure — ProTech TL Gap from Aug 1
Resigned July 8. Still shipping during notice period. Engineering TL gap from Aug 1. Wizard 2.0 in scope simultaneously — TL replacement is critical path for both Wizard 2.0 and Evolve.
High This week EngineeringPeople
06 Website Traffic Collapse — 70% Drop, SEO Not Recovered
CEO (July 9): "more than a coincidence" that traffic dropped 70% on the same date the new website launched. GA4 attribution broken — BRAIN-328 not resolved. Paid leads currently unmeasurable. Compounding every day without a fix.
High Compounding Marketing
07 Security CVEs — LiteLLM RCE on CISA KEV List + Supply-Chain Worm
LiteLLM RCE (CVSS 8.7) on CISA Known Exploited Vulnerabilities list — fix is one version bump (≥1.84.0). npm/PyPI supply-chain worm steals CI/cloud/SSH tokens. semantic-release GitHub Action compromised, touches 16 legal-gateway workflows. Engineering flagged "verify immediately" — status unclear.
High Active EngineeringEngineer
08 Woolworths $413k T1 Renewal — September 20 Close Date
Largest near-term renewal. Known risk: audit-export gap (LG-9872). Woolworths is on Google Docs, not Word — Head of AM has previously identified this as their #1 non-renewal trigger. Redlining GA helps, but Word migration needs proactive work. QBR cadence behind.
High 9 weeks CS LeadCommercial
09 OKR Tracking Unreliable — Stale Dashboards + Brain Slider Bug
ceoautomation workflow failed Sat/Sun July 12-13 — Monday pre-read used Friday's data. GRR carried from June 25, Brain DAU from June 4. OKR slider bug PLE2-19 outstanding. ActionStep→BigQuery sync never captures deletes, creating ghost rows in Promotion dashboard.
Medium Ongoing EngineeringProduct
Q4 Priority Tracking
Five priorities set at the April offsite. Status as at 14 July — 17 days from Q4 close (31 July).
📌 Note on 12-week plans and KR status
The 12-week plan is a tool to help achieve a KR — it is not the KR itself. You can hit a key result without completing every task in the plan. KR status should be assessed against the actual outcome vs target, and updated manually where needed. Completing or not completing plan steps does not automatically determine whether a KR is achieved.
The churn cap has been breached: $129k vs the ≤$100k limit. T1 GRR at 96% (vs 98% target), T2 at 86%, T3 at 76%. $680k in Churn Risk stage with multiple close dates passed. Expansion ARR ~20% of target. Executive root cause assessment (July 9): churn concentration in international markets is a management failure — 18 months without executive sponsor access left accounts undefended. QBR numbers need to increase.
Bright side: T1 NRR is 113% (expansion is working in the highest-value tier). The diagnosis is now clear — management, not product — which creates an action path for Aug–Oct. Trend Micro renewal ($111k) is in Contract stage.
BreachedChurn cap ($129k)
96%T1 GRR
86%T2 GRR
76%T3 GRR
113%T1 NRR
$680kChurn Risk pipeline
CommercialRevenueCS LeadFinance
Brain MCP is connected org-wide — the foundational platform is live. The data layer first cohort is approaching "gold" stage. However, dashboard reliability is a real problem: ceoautomation failed this weekend, meaning Monday's pre-read ran on Friday's data. GRR data carried from June 25. ActionStep→BigQuery sync has a known delete-capture bug. Rippling API integration has issues (the People team's July 14 priorities). OKR slider bug PLE2-19 outstanding.
Bright side: Brain is genuinely live and valuable — org-wide MCP, internal tooling performing, signals layer designed. The infrastructure is there; the reliability layer isn't yet.
EngineeringPeopleProductFinance
This is the Q4 standout. Contract Redlining GA today (~13 July, gated on final CEO review). PLG self-serve trials launched July 3 — first in Plexus history. AU-hosted AI sovereignty code complete ~17 July. Plexus Counsel on Claude Sonnet in Australia. Brain MCP layer connected org-wide. Evolve prototyping underway. Custom Apps Automation in definition. Random Draw registration-gate removed and shipped.
Watch: Woolworths is on Google Docs — Redlining activation may be delayed for T1's largest renewal account. Redlining release is also gated on CEO's final review — treat the date as soft until confirmed.
ProductEngineeringPM
4 new logos closed at $172,861 vs $200k target (86%). Arrotex, CareSuper, Orphai (USD, approx.) — National Storage at $0 ARR (Promotion Wizard). Alcoa and Infotrack still in pipe for July — urgency required. 61 discovery meetings vs 60 target. BDR support on appointment setting made a measurable difference. Sales Academy model is working. PLG self-serve trials launched July 3 (first in Plexus history). Infrastructure is the remaining problem: website traffic down 70% post-launch, GA4 attribution broken (BRAIN-328 pending), PLG launched without the marketing support it needed. Marketing Lead now in place — inbound/outbound alignment is the key Aug–Oct mandate. ~$230k weighted pipeline.
The offsite question: With Marketing Lead in place and RevOS/SDRos coming, agree the model for inbound/outbound alignment — don't let another quarter pass with inbound leads slipping through untracked. What does a fully functioning GTM engine look like by October?
4 new logos$172,861 vs $200k (86%)
61/60discovery meetings
LivePLG trials (Jul 3)
−70%Website traffic
~$230kWeighted pipeline
MarketingAECEO
The Engineering TL (7yr tenure) resigned July 8 — replacement underway. Outgoing Marketing Manager (marketing) finishing up, departing MS paralegal (MS) leaving. Salary and promotion reviews underway (raised July 13). Engagement was strong this quarter: 11 people onboarded despite 8 weeks of severely reduced People capacity — a departing team member followed immediately by the Head of People unexpectedly out for 4 weeks.
Positive signals: a senior engineering hire (ex-AWS/Atlassian) and QA Engineer (QA) joined. 2 grad starters onboarding. Graduate 90-day plans being finalised. eNPS survey results due in ~2 weeks — strong baseline to build from.
PeopleEngineeringCEO
Q4 Learnings
Q4 cross-functional learnings for the SLT to work through at the offsite. Five themes that cut across all teams — use these to pressure-test the Draft OKRs tab.
Part 1 — Q4 Cross-Functional Learnings
Five themes emerged from Q4 across all four teams. Use these to pressure-test the proposed Aug–Oct OKRs in Part 2 — each theme has a direct implication for how we set and govern the next cycle.
01 Goal-setting outpaced actual team capacity and performance baseline
Evidence across teams
- People: Hiring KRs assumed a full 13-week runway with dedicated resource — actual availability was 4 weeks of a departing hire, then HoP for 3 weeks
- Account Management: EBR and MS adoption KRs set against where the team should be, not where it was — structural gaps in both weren't factored in as pre-conditions
- ProTech: PLG KR set for week 8/13 — launch happened, but without confirmed marketing support secured upfront
- GTM: discovery meeting target tracked scheduled meetings, not held — 61 scheduled vs ~48 confirmed held; the delta matters for pipeline quality
Implication for Aug–Oct
Before any KR is finalised, run a GWC check (Get it, Want it, Capacity) on the team and person responsible. If there are gaps, name them as pre-conditions or resolve them first. A lofty goal with a capacity-gapped team isn't ambitious — it's unexecuted. Also agree upfront: are KRs tracking actuals or proxies?
02 Handover and interface discipline is where execution breaks down
Evidence across teams
- GTM: Inbound leads pushed straight to demo without discovery — expectations not set, deal lost. Fixed in-quarter but cost winnable deals.
- GTM → CS: DBG Group onboarding (first Legal Suite customer under new process) was messy — handover from sales broke down, created unnecessary stakeholder burden
- AM: EBR exec sponsor attendance 65.6% T1, 61.5% T2, 57.1% T3 — the handover from KAM to executive sponsor isn't landing
- GTM: Pricing reached clients without CEO's sign-off. Non-negotiable — this cannot happen again.
- ProTech: 12-week plans allowed to lapse in some functions — plan ownership not consistently enforced
Implication for Aug–Oct
Map the critical handover points across the business (sales→CS, KAM→exec sponsor, commercial approval, plan ownership) and make each one a named, non-negotiable. Where a KR depends on a cross-functional handover, assign a named owner for that interface — not just the upstream team. The onboarding process needs a full review before another new logo lands.
03 One clear priority drives exceptional execution — distributed priorities dilute it
Evidence across teams
- AM: Cleared the entire Q3 renewal backlog — down to 1 outstanding account — when given a single clear sprint priority. Multi-year deals followed.
- ProTech: Engineering throughput jumped 7→10 when AI-first approach and focused delivery were clear
- GTM: Meeting target hit (61/60) and 4 logos closed when BDR motion was focused on appointment setting
- People: Hit 2/5 KRs — both were the ones where resource and clear ownership existed. The 3 misses all had resourcing ambiguity.
- GTM: Legacy pipeline and unqualified opps drained capacity — chasing too many things at once
Implication for Aug–Oct
OKRs in Aug–Oct need to be genuinely constrained — fewer, sharper KRs with clear owners. The ambition isn't the problem; the distribution of attention is. If a team has 5 KRs, ask which 2 would move the needle if everything else stalled. Those are the real KRs. The rest are tasks.
04 Resource shocks were absorbed in-quarter without adjusting targets or surfacing risk
Evidence across teams
- People: 8 weeks of severely reduced capacity (departing hire, then Head of People unexpectedly out 4 weeks) — hiring KRs stayed live and results held
- AM: Leave across the team exacerbated EBR and QBR gaps without triggering a cadence adjustment
- ProTech: the outgoing Engineering TL (7yr tenure) resigned
- GTM: Outgoing Marketing Manager departure left PLG without the marketing support it needed — the gap wasn't escalated in a way that changed the delivery expectation
Implication for Aug–Oct
Build a standing protocol: when a resourcing shock hits a KR (departure, leave, capacity cut), the KR status must be surfaced at the next L10 — not absorbed. The SLT needs to decide whether to adjust the target, bring in cover, or re-prioritise. Silent absorption just delays the miss.
05 Aggregate metrics hide structural gaps — we need to measure at the right level
Evidence across teams
- AM: Blended GRR 85.1% looks reasonable — but hides T1 strong vs Light Touch at 36%. The tier story is the real story.
- AM: Marketing Suite health materially weaker than Legal Suite in every tier — not visible in blended product health reporting
- GTM: 61 discovery meetings scheduled ≠ 48 held — the scheduled metric masked the quality gap
- AM: AI CSAT covering only a fraction of tickets — gaps invisible until the sample grows. June: 1.5 avg, 0% positive on 2 data points.
- GTM: GA4 attribution broken — the entire acquisition funnel is unmeasured heading into the next quarter
Implication for Aug–Oct
KRs should report at the level of the structural question — not at a blended aggregate that smooths over the gap. Before setting Aug–Oct KRs, agree: what measurement infrastructure do we need in place for each KR to be trackable? Attribution, CSAT coverage, and tier-level GRR reporting are prerequisites, not nice-to-haves.
Aug–Oct OKR Planning Context
Inputs for setting the next OKR cycle. What Q4 proved, what's unfinished, what's new, and what to formally defer.
Setting OKRs for Aug–Oct
Q4 closes July 31 with a mixed result. Revenue retention was hard — churn cap breached, T2/T3 GRR below target, expansion well behind. GTM conversion didn't fire. But product advanced materially: Contract Redlining live, PLG launched for the first time, Evolve in motion, Brain connected. The Aug–Oct cycle should be set with clear eyes on what Q4 proved. Three anchor questions: (1) Is the GTM motion working, and what's our 30-day signal trigger? (2) What does MS need to look like by October to be healthy — and is the current model capable of getting there? (3) What is the Evolve milestone that makes Aug–Oct a success for product?
Carry Forward — Unfinished Q4 Work
Revenue Retention / T2-T3 GRR
Still the core commercial problem. T2 at 86%, T3 at 76%. CEO's diagnosis creates a clear action path — but the intervention (EBR cadence, exec sponsor coverage, QBR discipline) needs to be the centrepiece of Aug–Oct, not a side priority. Woolworths $413k Sept 20 = first major renewal test.
CommercialCS Lead
Marketing Suite Delivery Model
Escalated to CEO level this week. Aug–Oct must close this — not manage it. By October, MS should have a defined delivery model, clear SLAs that are being hit, and health scores trending up across T1-T3. Carry the outcome as a defined KR, not just a task.
CEOPeopleMS Lead
Engineering Capacity — Engineering TL Replacement + Wizard 2.0 Scope
Engineering TL role is vacant from August. The real question is what ProTech needs to run Wizard 2.0 pilot, Evolve, and platform work in parallel. Engineering sizing for Wizard 2.0 is outstanding. TL hire decision needs to come out of the offsite — don't let August start without clarity on the model.
EngineeringPeople
Website Traffic + SEO + GA4 Attribution
70% traffic drop, attribution broken, BRAIN-328 outstanding. Every week without a fix is compounding. Marketing Lead needs to own this as a day-one priority — the GTM motion can't be accurately assessed until tracking is live.
Marketing
Rippling SSOT Completion
Still incomplete despite being a Q4 commitment. API integration issues active as of today (the current priorities list). Needs to close in August — the People function can't operate efficiently without it and it's been deferred too long.
People
Dashboard Reliability
ceoautomation failures, stale data, ActionStep delete-sync bug, OKR slider bug PLE2-19. The SLT needs to trust the numbers they're reviewing. A dedicated reliability sprint should be an Aug–Oct engineering KR.
EngineeringProduct
New Inputs for Aug–Oct — What Q4 Has Unlocked
PLG Conversion — the funnel test begins now, properly supported
Trials launched July 3. First email to ~3k legal ops contacts sent; ~2k GCs next week. The launch happened without the full marketing support it needed — that has to change in Aug–Oct. Aug–Oct is the first full quarter of PLG data and the first quarter where marketing can properly back it. The OKR should be: trial-to-demo conversion rate, activation metrics, lead scoring live. This is the biggest structural GTM bet Plexus has made — don't let it run without marketing muscle and accountability behind it.
ProductPMMarketing
Contract Redlining — Customer Activation Plan
Going GA today. The product question is answered; the customer question now begins. Aug–Oct needs an activation plan: which accounts get activated first, what's the EBR/QBR integration, and how does it feed into expansion ARR? Redlining is a genuine upsell lever — don't let it sit unused.
ProductCommercial
Evolve / Plexus 2.0 — What is the Oct Milestone?
Prototyping underway on Brain. Multi-tenancy in definition. Aug–Oct should have a locked definition of "done" by October — a demo-able prototype, architecture decision, and first customer validation touchpoint. Without a milestone, it will absorb engineering capacity without accountability.
ProductEngineering
AU AI Sovereignty — GTM Narrative
Code complete ~17 July. Moves Plexus off OpenAI inference for Contract Management onto Australian-hosted models. Genuine differentiator for GC buyers with data residency concerns. Aug–Oct: build the go-to-market story and use it in renewals — especially Arevon (US-based, data residency concerns).
ProductMarketingCEO
Wizard 2.0 — Greenfield AI-First Matter Platform for MS
CEO published the full PRD on 15 July (co-authored with MS Lead's vision paper). A greenfield build on Brain — LangGraph orchestration, RAG over regulatory corpus. Single digital matter: one record per promotion holding brief, documents, comms, permits, tasks, decisions, AI actions, and audit trail. Client portal. Passive effort capture. SLA engine. CPO aligned in principle 13 July. Budget and engineering sizing outstanding — these are offsite decisions. Non-goal for v1: not a sellable product, not replacing Promotion Wizard intake. Thin pilot slice: intake → matter → lawyer workspace → client portal for 2–3 escalated enterprise accounts. Peak season constraint — must not disrupt in-flight matters. The $3.2M MS revenue line is the ROI accountability frame.
CEOMS LeadProductEngineering
Woolworths $413k Renewal — Sept 20
Largest near-term renewal. Audit-export gap (LG-9872) and Google Docs→Word migration are known risks. QBR cadence needs immediate catch-up. Treat this as the single most important commercial milestone of Aug–Oct — dedicated renewal team with exec sponsor engagement and a clear close plan by Monday.
CS LeadCommercialProduct
Engagement Strength — Build on a Strong Quarter
Engagement this quarter was strong — 11 people onboarded despite 8 weeks of severely reduced People capacity (departing hire + Head of People unexpectedly out 4 weeks). eNPS survey results due in ~2 weeks. Aug–Oct should build on this, not manage from a defensive posture. Salary/promotion reviews are part of sustaining momentum into the next cycle.
PeopleCEOEngineering
Formally Defer to Q1 FY27 — Don't Let These Creep Into Aug–Oct
US Market Expansion
Current US AM role is the footprint. Deliberate expansion — GTM strategy, US hires, entity considerations — is Q1 FY27. Aug–Oct is about stabilising what we have there, not expanding.
CEOPeople
Partner / Channel Strategy
Law firms, accounting networks, legal tech platforms as distribution. Genuine ARR leverage at lower CAC. Requires a partnership framework and dedicated owner. Not Aug–Oct.
CEOTBD
MS Rate Card Enforcement & Pricing Architecture
Enforcing full MS rates or introducing tiers is right long-term. Doing it while MS health is structurally low accelerates exits. Fix delivery first; price it once clients are healthy.
CEOFinance
Customer Community Program
User community, regional events, peer benchmarking. Natural extension of PLG and "GC of the Future" positioning. Requires marketing capacity that's consumed by recovery work. FY27 Q1 item.
MarketingCommercial
Brand Investment at Scale
PR, analyst relations, thought leadership series. The "GC of the Future" webinar is a proof point. A deliberate category-ownership bet requires sustained budget and team. FY27 planning item.
MarketingCEO
New Product Modules Beyond Core Platform
Deeper compliance tooling, document intelligence, workflow adjacencies. Valid but require Evolve to have a clear direction and ProTech to have bandwidth. Q1/Q2 FY27 after Evolve is scoped.
ProductCommercial
The Offsite Brief in One Paragraph
Q4 ends July 31. Product has moved — Redlining live, PLG launched, Evolve in motion, Brain connected, and now Wizard 2.0 PRD published. New business was stronger than it looked: 4 logos, 86% of target, Sales Academy working, GRR improving. The open problems are T2/T3 churn, MS delivery, and GTM infrastructure. Five decisions needed at the offsite: TL replacement model, Wizard 2.0 budget and pilot client, ProTech capacity model, GTM motion conviction trigger, and SLA commercial sign-off. The Aug–Oct cycle should carry forward the retention and MS work, activate PLG and Redlining properly, execute Wizard 2.0 pilot, and defend Woolworths. Engagement is strong — build from that position, not a defensive one.