1. OKR examples
2. Objective 1: Set up MGNY and Regtime for long-term success
2.1. Clear 2027 vision for each company (DONE)
2.1.1. MGNY Vision - "Small Giant" in Property Tax
2.1.1.1. Acheive the best filing season in MGNY's history
2.1.1.1.1. TA Filings completed 3 days prior to deadline (Feb 25th)
2.1.1.1.2. Team members working on avg 40 hours or below by Q4
2.1.1.1.3. Close 10 new portfolio account with average AV > $3M
2.1.1.1.4. File 250+ SCAR Applications
2.1.1.2. Eliminate unprofitable accounts to improve capacity & profitability through efficiency
2.1.1.2.1. Measure cost of servicing each account in property tax (broken by service) by April 1st, 2026
2.1.1.2.2. Establish clear thresholds for AV & revenue retention & new business by May 1st, 2026
2.1.1.2.3. Pilot alternative process for TA by June 1st, 2026
2.1.2. Regtime Vision
2.1.2.1. Transform Regulated Housing into a smart ecosystem that rewards residents, communities, and housing providers
2.1.2.1.1. Filer MVP Shipped by March 6th
2.2. Redefine each company’s identity
2.2.1. Hold Training monthly training and check-ins related to OKRs
2.2.2. Host a summit on Affordable Housing and Property on Tuesday, June 9th
2.2.3. Send monthly communications to clients updating them about transition starting in July 2026
2.3. Prepare an actionable roadmap for each team member involved transition process with clear ownership
2.4. Support MGNY & Regtime Systems & Infrastrucutre
2.4.1. Fully staffed resources / headcount to support MGNY & Regtime by March, 15 2026 (assigned team members per comitted OKR)
2.4.2. Measure performance of IT department through task tracking in Jira by April 1st, 2026
2.4.3. 100% of committed sprints completed on-time
3. Objective 2:Create clarity across both organizations for internal stakeholders
3.1. Complete process documentation by June 1st, 2026 in Confluence (inclusive of ideas for improvements & pain paints & low hanging fruit)
3.1.1. Sprint planning for initial discovery & process documentation with dedicated resourcing by March 1, 2026
3.1.2. All processes documented and captured in confluence by June 1, 2026 (across all key business lines & internal business processes)
3.1.3. Key pain points & low-hanging fruit identified with recommendations on improvements by July 1, 2026
3.2. Identify and set priorities for 5 improvements & solutions based on the process documentation by June 31st, 2026 for AH
3.2.1. Establish and implement OKRs with leadership team by Februrary 15th 2026
3.2.2. Bring AH reporting and tracking up to date by creating select performance reports with the help of the IT team and making them available to Directors and PMs. Analyze historical data on our operational inputs & outputs (productivity metrics) and set reliable KPIs for all teams by March 30th, 2026
3.2.3. Complete process documentation in Confluence (inclusive of ideas for improvements & pain paints & low hanging fruit) by June 1st, 2026
3.3. Establish key owners for governance & periodic updates (ensure documentation is kept up to date & ensure actions are completed in a timely manner)
4. Objective 3: Implement Business Intelligence Layer into our processes and systems
4.1. Identify specific pain points & priorities, and create projects with clear ROI
4.2. Drive operational efficiency and remove bottlenecks across MGNY & Regtime to enable scale, clarity, and efficiency
4.2.1. Identify real automation opportunities with an AI advisor by February 15th, 2026
4.2.2. Commit to a specific scope and sprints for a pilot project by March, 15th 2026
4.2.3. Automate 3 significant business processes per quarter