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How We Measure Progress
At Success Ally, we measure progress through three operator-grade metrics that reveal whether decisions are moving, managers are executing, and feedback is turning into action.
Metrics are how we keep strategy honest.
Success Ally measures performance, clarity, and organizational momentum using a consistent, operator-grade measurement architecture.
Each metric maps directly to a component of the People Operating System, decision rights, manager cadence, and feedback loops—so leaders can see what’s working, what’s breaking, and what requires intervention.
We track three OS-level metrics:
The Three OS-Level Metrics
Decision
Latency (DLI)
What it is:
The median number of days from identifying an issue to an owner-approved decision.
Why it matters:
Slow decisions create meeting drag, missed windows, and re-litigation. Faster decision cycles lift execution and reduce leadership overhead.
How we measure it:
We calculate DLI by tracking time from issue identification to owner-approved decision using system timestamps and decision logs.
Where it applies:
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People Architecture Blueprint (primary)
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Operating Review/Diagnostic (baseline)
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Executive Strategy Intensive (30-day cycle reduction)
Target: Reduce by 20–40% in 60–90 days.
Manager Operating System Adoption (MOA%)
What it is:
Percentage of managers completing required behaviors monthly (1:1s, goals, feedback, rituals).
Why it matters:
Manager behavior drives clarity, throughput, engagement, and retention. Strategy fails when expected manager rhythms aren’t adopted.
How we measure it:
Pull from LMS/Leapsome/Workday or calendar audits → count managers meeting all required behaviors → divide by total managers.
Where it applies:
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Leadership & Manager Accelerator (primary)
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People Architecture Blueprint (governance installation)
Target: Improve by 30–50% in 60–90 days.
Employee Experience Action Velocity (EAV)
What it is:
Percent of survey-derived actions closed within 30 days.
Why it matters:
Teams trust feedback loops only when action follows. High velocity signals a healthy culture, credible leadership, and retained talent.
How we measure it:
Export action plans from Culture Amp/Qualtrics/PM tools → track number of actions closed under 30 days → compare to total.
Where it applies:
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Listening & Employee Experience System (primary)
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Operating Review (baseline)
Target: ≥60% actions closed in ≤30 days.
How We Use These Metrics Across Services
Each service intervenes at a different layer of the People Operating System—and is measured accordingly.
Primary metrics:
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Decision Latency (DLI)
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Manager OS baseline
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Governance cadence execution
Primary metrics:
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Manager OS Adoption (MOA%)
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1:1 / goals / feedback completion
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Manager-owned execution follow-through
Primary metrics:
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Employee Experience Action Velocity (EAV)
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Action closure velocity (30/60/90)
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Feedback loop completion
Primary metrics:
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Decision cycle clarity
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30-day action closure
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Decision owner alignment
How We Baseline & Track Progress
We install and track systems using a fixed, repeatable cadence.
Baseline → 30 → 60 → 90 Day Measurement Cadence
Baseline (Day 0)
We establish initial benchmarks for DLI, MOA%, and EAV during the 1-Week Operating Review.
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Decision cycle audit
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Manager rhythm audit
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EX action audit
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System constraints identified
30 Days
Early indicators of system installation.
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Decision rights usage increases
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First manager cadence executed
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Initial actions closed
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Adoption curve visible
60 Days
Momentum and consistency begin to compound.
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Faster decision cycles (DLI trending down)
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Manager behaviors become routine
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EX loops close more reliably
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Cross-team alignment strengthens
90 Days
Patterns become operating norms.
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DLI reduced 20–40%
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MOA% up 30–50%
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EAV ≥60%
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Governance cadence stable and leader-owned
Each engagement leaves behind dashboards, owner review rhythms, and clarity loops so your team can operate the system independently, without ongoing vendor dependency.
Results Achieved
Operator-grade results from installing decision rights, cadence, and accountability—not programs.
Titan Global (Professional Services)
System Changes:
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Standardized decision rights and manager cadence across 150+ locations
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Rebuilt recruiting, onboarding, and payroll workflows
Measured outcomes:
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Revenue: <$100K → >$13M
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60% reduction in voluntary turnover
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35% reduction in recruiting costs
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70% faster payroll processing
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Scaled to 1,500+ employees; multiple PE/VC deals; 2020 M&A exit
Titan Global — New York, NY
Healthcare Network (45+ Facilities, 1,500+ Staff)
Measured outcomes:
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33% reduction in voluntary turnover in 5 months
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$1.4M annualized cost savings
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6% engagement lift in Q1
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+22.2% improvement in values & culture reviews
New York, NY
PE-Backed Trades Portfolio
Measured outcomes:
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35 hires across 7 operating companies (initial target: 15 technicians)
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12% interview-to-hire efficiency (≈2× blue-collar benchmark)
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85% offer acceptance rate (vs. 60–70% trades average)
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$60K+ annual vendor spend reallocated to in-house recruiting
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Designed end-to-end engagement-to-performance lifecycle (eNPS, 30/60/90, manager SOPs)
New York, NY
Benchmark Your Metrics
Most teams stall because they don’t agree on what’s actually slowing them down.
The 1-Week Operating Review establishes a clean baseline, showing where friction lives, why decisions slow, and what must change first.
What You Get :
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A clear baseline for DLI, MOA%, and EAV—interpreted in context, not dashboards
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A prioritized map of decision, manager, and EX constraints
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A 90-day action plan tied to measurable system outcomes
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