Aviation Tech SaaS20→50 peopleOps & Culture0→1 Process Build
They had OKRs. They had a mission. Ask ten people what the goal was — and get ten different answers.
A fast-scaling aviation SaaS company doubling headcount from 20 to 50.
The Situation
Headcount was doubling. OKRs existed on paper, but priorities drifted between teams. Decisions stalled, ownership blurred, and the founders were quietly absorbing every gap. From the outside it looked like growth. Inside, it felt like drift.
What I Did
I joined in sales, rotated through CS, product and operations, and surfaced the patterns nobody had named. Then I built the operating layer underneath: a shared prioritisation system, a weekly cadence that actually drove decisions, role clarity across functions, and a feedback loop that made trade-offs visible before they became conflicts.
What Changed
2.7 → 3.8
team satisfaction
50%
process time saved
30 → 55%
trial conversion
Team satisfaction climbed from 2.7 to 3.8. Process work that used to consume half the week was cut in half. Trial-to-paid conversion went from 30% to 55% because the team finally agreed on what the customer experience was supposed to be.
Without This Work
The company would have kept hiring against the same broken system — and felt slower at 50 people than it did at 20. The founders would have stayed in every decision. The roadmap would have kept slipping for reasons no retro would surface.
Working through something similar?
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