Have you considered preparing/presenting QBRs?





For the prior quarter:

• # of processes automated
  
  
  
  
  
  
• # of redundant CTAs removed
  
  
  
  
  
  
• # of new features released
  
  
  
  
  
  
• # of requested features solved for, etc.
  
  
  
  
  
  
• X% reduction in service tickets submitted (internally)
  
  
  
  

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My gut on this, Jeff, is that it's more about Management By Objective. If you can agree on the key projects/value to deliver, then that helps make it really clear to management what value you're adding, helps give you a specific finish line that feels meaningful, and forces management to have the strategic conversation with you about what you should be workng on. How does that resonate with you?

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