The Problem
As the company grew and expanded into highly regulated healthcare markets, it lacked a a unified cultural foundation for managing employee performance, professional development, and organizational alignment. The core challenges were:
No company mission or vision, making it difficult for employees to understand the company’s purpose, long-term direction, or expectations for behavior and decision-making.
No formal system for goal setting and organizational alignment, making it difficult to ensure individuals’ work supported company objectives.
Performance management processes were absent, leaving managers without guidance on goal setting, feedback delivery, or development planning.
No centralized onboarding, training, or competency tracking, which led to inconsistent readiness and regulatory risk.
Limited visibility into organizational health, making it hard for leadership to understand performance trends, engagement needs, or training gaps.
Without a strong organizational identity and aligned performance systems, the company risked inefficiencies, compliance gaps, and culture drift during a critical growth stage.
The Solution
I created the organization’s foundational cultural and performance infrastructure, starting with the core strategy (Mission, Vision, Values) and cascading it into a fully integrated OKR and performance management system. This solution included:
Establishing the Company’s Mission, Vision, and Values
Led working sessions with the executive team to define the company’s Mission, Vision, and Values, ensuring cultural alignment with company goals.
Building a Cascading OKR System
Collaborated with leadership to establish company-level OKRs that reflected strategic priorities across sales, product, engineering, clinical, operations, and compliance needs.
Translated company OKRs into department-level OKRs, creating clarity around ownership and expected outcomes for each team.
Built a structured OKR tracking mechanism, including:
Dashboard views for leadership
Monthly and quarterly progress checkpoints
Integrated OKRs directly into annual performance reviews
Designing the People & Performance Management System
Created a comprehensive and repeatable performance lifecycle, including:
Self-evaluations and supervisor evaluations
Annual performance reviews
Competency models for every role
Development plans tied to OKRs and job expectations
A structured recognition program
Onboarding and Training
Built a unified onboarding process for all new hires.
Developed training requirements aligned with the company’s regulatory obligations (SOC 2, HIPAA, QMS).
Employee Feedback & Engagement Infrastructure
Implemented ongoing feedback loops through employee surveys, engagement assessments, and structured communication channels.
Instituted an employee recognition program tied to the company’s values to reinforce cultural alignment.
The Outcome
The new cultural, strategic, and people systems had immediate and long-term positive impacts:
Unified Organizational Direction: Employees gained clarity on the company’s Mission, Vision, and Values, which strengthened decision-making, culture, and accountability.
Strategic Alignment Across All Teams: The OKR framework created a clear line of sight between organizational goals and individual contributions, improving prioritization and focus.
Improved Performance and Accountability: Managers and employees had structured tools to evaluate performance, set goals, and guide development.
Faster, More Consistent Onboarding: The standardized onboarding and training pathways accelerated ramp-up time and ensured role readiness from day one.
Stronger Compliance Posture: Training and competency tracking supported SOC 2, HIPAA, and broader QMS requirements, reducing regulatory risk.
Higher Engagement and Morale: Employees reported improved understanding of expectations, felt more recognized, and experienced clearer development pathways.
Scalable Infrastructure for Growth: The system established a foundation that could scale with hiring, regulatory maturity, and product expansion.
Overall, the company moved from ad-hoc people processes to a structured, aligned, and values-driven operating environment.
Knowledge, Skills, and Abilities
Strategic Organizational Design
Facilitating executive alignment on Mission, Vision, Values
Building company-wide and departmental OKRs
Designing dashboards and tracking systems for OKRs, training, performance trends, and organizational health
Embedding OKRs into performance conversations
Performance Management System Design
Creating evaluation frameworks, development plans, and recognition programs
Rolling out new cultural and performance systems
Driving adoption across cross-functional teams
Building onboarding programs
Ensuring people processes aligned with SOC 2, HIPAA, QMS, and clinical quality standards
Leadership Engagement & Communication
Facilitating workshops, leading strategy discussions
Provided performance evaluation training for managers
