How a 300-person team became the model for OKR adoption across a Fortune-level enterprise

Execution & Follow-Through

Nov 10

Written by Kris Licata

Overview

Industry: FinTech

Scope: 300-person marketing organization

My Role: VP, Marketing Operations + Chief of Staff to CMO

Focus Area: Strategic Planning, Goal Alignment, Organizational Execution

Context: I introduced an OKR (Objectives & Key Results) framework, tailored for marketing, to bring visibility, focus, and accountability across 300 people.

The Problem

Marketing was moving fast. But not forward together. Each department had its own priorities and spreadsheets, but no shared view of how their work connected to enterprise goals. Leaders spent more time reporting activity than measuring impact. Team surveys showed confusion about priorities, duplicated work, and low clarity on what actually mattered most.

This led to busy teams, foggy goals, and everyone wondering if what they worked on actually mattered.

The Solution

To bring clarity back, I introduced an enterprise goal-setting framework, OKRs (Objectives & Key Results), customized for a 300-person marketing organization.

Working alongside the enterprise strategy team, I:

Implemented a repeatable OKR process customized for marketing’s structure.
Facilitated alignment workshops with the CMO and senior leaders to define what success really looked like.
Coached 50+ team leads over hundreds of team members on writing, reviewing, and scoring OKRs.
Created a quarterly review cadence and communication rhythm to keep goals visible.

*When people can see how their work connects to something bigger, motivation skyrockets and results follow.*

The Results

→ Alignment on top-level goals of the organization increased from 15% to 70% in less than a year.
→ Quarterly goal reviews became a consistent, expected rhythm (not an afterthought).
→ Focus shifted from 70+ disconnected functional initiatives to 5–7 strategic objectives tied directly to enterprise priorities.
→ Marketing became the benchmark example used by other departments as they adopted the OKR framework.