Industry

Nonprofit / Child Safety Tech

Serivces

Strategy + Data Analytics

Turning product signals into mission proof

2x

users engaged with a set of features updates informed by this process

1 month

cut from roadmap planning

2x

users engaged with a set of features updates informed by this process

1 month

cut from roadmap planning

2x

users engaged with a set of features updates informed by this process

1 month

cut from roadmap planning

PROBLEM

Plenty of data, no throughline

Every team tracked something, and none of it added up. We couldn’t connect UX outcomes to org-wide OKRs, satisfaction, or NPS, so decisions about what to fund or sunset came down to opinion.

Challenges

No measurable link from product outcomes to OKRs.

Investment calls made without evidence.

Two product verticals with competing definitions of success.

Challenges

No measurable link from product outcomes to OKRs.

Investment calls made without evidence.

Two product verticals with competing definitions of success.

Challenges

No measurable link from product outcomes to OKRs.

Investment calls made without evidence.

Two product verticals with competing definitions of success.

APPROACH

Start with the user’s job, end with the mission

We built metrics from jobs to be done and tied each one to an organizational outcome. Each vertical got a dashboard, reviewed monthly using an agentic process to update each report.

Solutions

User-centric metrics grounded in real needs.

Each metric mapped to OKRs, satisfaction, and NPS.

A monthly dashboard for each vertical.

Solutions

User-centric metrics grounded in real needs.

Each metric mapped to OKRs, satisfaction, and NPS.

A monthly dashboard for each vertical.

Solutions

User-centric metrics grounded in real needs.

Each metric mapped to OKRs, satisfaction, and NPS.

A monthly dashboard for each vertical.

THE PIVOT

Two products, three departments, zero common language

The data was there, just scattered across legacy systems with no shared reporting. An agentic layer now pulls it all into one system and sends it out to the others. Each department owns its data and knows what it’s collecting for.

THE PIVOT

Two products, three departments, zero common language

The data was there, just scattered across legacy systems with no shared reporting. An agentic layer now pulls it all into one system and sends it out to the others. Each department owns its data and knows what it’s collecting for.

THE PIVOT

Two products, three departments, zero common language

The data was there, just scattered across legacy systems with no shared reporting. An agentic layer now pulls it all into one system and sends it out to the others. Each department owns its data and knows what it’s collecting for.

OUTCOME

Fewer debates, better bets

Roadmap planning moved a month faster, and sunset decisions finally had evidence behind them. One bet doubled the number of users engaged with a key system, which is the kind of reach that turns into mission impact.


  • 2x users engaged with a set of features updates informed by this process

  • 1 month cut from roadmap planning