Metrics & Incentive Alignment

Fix what people are being measured against, not the people.

When a leader says "my teams are working on the wrong things," the instinct is often to blame the team. In practice, it's almost always the metrics and incentives driving that behavior. I work with leadership to step back from internal-facing numbers, reconnect measurement to customer outcomes, and rebuild the incentive structure — carefully, so work already in motion doesn't get thrown out along with the fix.

How this works

  1. Map the current state — what's actually being measured, and what behavior it's actually driving, not what it was supposed to drive.
  2. Reconnect to outcomes — realigning the metrics and incentives around customer value instead of internal noise.
  3. Test and adjust — an ongoing, part-time advisory cadence over several cycles, since incentive changes take time to prove out and need real feedback before they stick.

This is a good fit if

This tends to be worth the longer relationship when:

  • Product quality is degrading even though teams are "hitting their numbers"
  • Portfolio planning and annual budgeting are fighting each other inside the same tools
  • Finance/HR reporting and product team priorities have drifted apart

Ready to start?

Let's get started or take a look at the FAQ first.