ParcelFlow is a mid-market logistics software company that provides routing, dispatch, and warehouse workflow tools to regional e-commerce fulfillment operators. The company has $180M in annual revenue, serves 1,200 B2B customers, and has grown quickly through acquisitions over the last three years. As a result, its internal operations organization now supports customer onboarding, implementation, support escalations, and process improvement across multiple business units. ParcelFlow's COO believes the operations team is busy but not aligned: teams are measured on activity volume, while leadership cares about customer retention, margin improvement, and faster scaling.
You are the newly hired Chief of Staff to the COO. Your first assignment is to propose an approach for setting goals for the operations team for the next fiscal year. The COO wants goals that are measurable, tied to company strategy, and realistic given current constraints. The decision matters now because ParcelFlow plans to launch a new enterprise product tier in 9 months, and the current operations model is already under strain. Leadership needs a goal-setting framework that clarifies priorities, drives accountability, and helps decide where to invest headcount and automation.
| Metric | Current State | Notes |
|---|---|---|
| Gross revenue retention | 88% | Company target is 92% next year |
| Average onboarding time | 45 days | Enterprise customers target <30 days |
| Annual support cost | $24M | Up 18% YoY, faster than revenue growth |
| Ops team size | 160 FTEs | 110 in onboarding/support, 50 in process/program roles |
| Enterprise launch target | 9 months | Expected to add 150 new customers in year 1 |
Additional context:
Prepare a recommendation for the COO on how to set goals for the operations team.