A startup-to-scale transition with a fixed launch window across three cities. Leadership was spending 540 minutes a week in standing meetings before work could move.
Result: Decision latency cut from 2.6 days to 1.1 days. Five chapters running a shared cadence. Three-city launch, on schedule.
Key outcomes
- Defined chapter-level OKRs and leadership OKRs with measurable review points
- Replaced ad-hoc syncs with a weekly stand-up rhythm across five operating chapters
- Cut leadership time trapped in standing meetings while preserving decision quality
- Aligned execs and heads of department on one launch narrative under a 90-day horizon
WeShare
Urban Mobility International (UMI) — Berlin, Hamburg, and European rollout
Key metrics
540
Leadership and chapter meeting minutes per week (before my enagement)
90d
Launch runway for the three-city go-live window
5
Chapters running shared OKR reviews and weekly syncs
3
Cities in the coordinated first-wave rollout
Operating cadence vs. meeting load
Coordination efficiency across operating structures
Over-engineered
Too much process
Healthy operating rhythm
Structured with low drag
Meeting chaos
High overhead, weak rhythm
Under-coordinated
Low alignment
High meeting load·Low meeting load
Integrated cadence
Ad hoc cadence
Directional assessment · mock operating units · pre/post engagement synthesis