Director of PMO & Strategic Advisor at Audible, architecting and leading the annual planning process for a 200-person Customer Support organization spanning 14 teams and 11 global marketplaces.
Audible's Customer Support organization was growing in complexity (200+ people, 14 functional teams, 11 global marketplaces), but the annual planning process wasn't keeping pace. Teams drafted their own goals in relative isolation, producing a disjointed plan that lacked cohesion and clear ties to company-level strategy. Collaboration felt forced rather than organic, and alignment with C-suite priorities was inconsistent.
I partnered directly with the Global Head of Customer Support to redesign the process from the ground up. We started by reviewing company-wide goals and OKRs to identify the core themes every team's plan should reflect. The head of CS then presented these priorities to departmental leaders at a dedicated kickoff. I then ran bi-weekly workshop sessions with each team to identify collaboration opportunities and refine objectives to align with company strategy. Each team documented outcomes in standardized OP1 templates shared across the org. The process culminated in a global summit where the full plan was presented across all regions. Throughout, I advocated for including high performers and emerging leaders, bringing boots-on-the-ground perspective that senior leaders alone couldn't provide.
The redesigned process transformed how the organization planned. OKR achievement rate climbed from 29% to 75%, and scope changes dropped by 50% year-over-year. The planning cycle became a genuine collaboration. Teams arrived at the start of the year with clear ownership, shared priorities, and a real understanding of how their work connected to the company's broader goals.