OKRs

Deciding what not to do is as important as deciding what to do.

At Astrafy, our ambition is massive, but ambition without discipline is just noise. As we scale globally and tackle the most complex Data and Generative AI architectures in the world, alignment is our most critical asset. We cannot afford silos, miscommunications, or wasted effort.

To ensure every single person in the company is pulling in the exact same direction, we run our entire business strategy on the OKR (Objectives and Key Results) framework.

The Philosophy: Top-Down Definition, Bottom-Up Execution

Our strategy relies on a simple but powerful dynamic: Top-down definition and bottom-up execution.

Leadership does not micromanage the daily work. The executive team's responsibility is the top-down definition—setting the ultimate destination, the high-level company objectives, and the strategic guardrails. They define the "What" and the "Why."

Once that North Star is set, we rely on bottom-up execution. Our engineers, hub leaders, and department heads are the experts on the front lines. They define the "How." Teams and individuals set their own ambitious Key Results that feed directly into the company's broader goals.

How Our OKR Framework Operates

We utilize OKRs at every single level of the organization to maintain our military-grade precision:

• Company OKRs (The North Star): Set annually and reviewed quarterly, these define our global trajectory, strategic expansions, and major technological milestones.

• Department & Hub OKRs (The Tactical Plan): Each technical department and geographic entity (Geneva, Madrid, and beyond) translates the company goals into specific, quarterly targets for their localized teams.

• Individual OKRs (The Personal Impact): Every single Astrafy employee has personalized quarterly OKRs. Whether you are a senior data architect or a new hire in your first 90 days, you will know exactly how your daily execution drives the company forward.

The Anatomy of an Astrafy OKR

• The Objective (O): This is qualitative, inspirational, and highly ambitious. It should make us slightly uncomfortable. If we are hitting 100% of our objectives easily, we are not aiming high enough.

• The Key Results (KRs): These are quantitative, strictly measurable, and binary. At the end of the quarter, there is no gray area. A Key Result is either achieved, or it isn't.

Transparency & Cadence

In line with our value of Transparency & Candour, our OKRs are entirely public internally. Every employee can see the OKRs of the Founders, the technical leads, and their peers.

We do not set these goals and forget them in a spreadsheet. We integrate OKR check-ins into our regular operational cadence. When the market shifts, we adjust our OKRs, ensuring that when we pivot, we pivot together. This disciplined approach is what allows us to maintain the relentless agility of a startup while executing with the heavy impact of a global scale-up.