Weekly updates and performance reviews for the whole company.

There was no real alignment process and no formal performance review. Leadership got a sense of the company through roll-ups.

Every Friday, each person answers a few questions: their top priority, what's blocking them, how their team is doing, and where their projects stand. Updates roll up to managers.

Once a quarter, managers see a person's updates alongside their own impact statement, place them on a 9-box grid, and comment. That rolls up the org chart into a final tiering, measured on growth and effectiveness.

I designed the interface and built it with our engineering harness, then wired it up so people could use it. I worked through the experience for each role, made it work on phones, designed the timing of each cycle, and built the admin tools HR uses to run it. I also shipped the database changes that track tiers over time and how often people hit their stated priority.

We moved engineers onto the teams that were most overloaded, opened new roles and brought in new tools. Larry made those calls easier by showing the same patterns across many teams' weekly updates.

Layer in company strategy and goals, so we can see how each person's week-to-week work lines up with the bigger picture.

Bring that history into performance reviews, so we can compare someone's progress against the goals they were working toward over the whole cycle.