How strategy became disconnected from execution — and what we built to fix it.
Most organizations have two very different systems:
Decks, offsites, and documents
Project management tools
Somewhere in between, alignment is lost.
The result is not a lack of effort — it's a lack of coherence.
Objectives and Key Results (OKRs) are a goal-setting framework designed to connect ambition to measurable outcomes.
Peter Drucker develops MBO, laying the groundwork for structured goal-setting.
Andy Grove refines MBO into what we now call OKRs — pairing ambitious objectives with concrete, measurable key results.
High-growth organizations like Google and Facebook adopt OKRs to drive focus, alignment, and execution at scale.
In his book Measure What Matters, John Doerr documents how these organizations used OKRs to transform strategy into action.
The foundational text on management systems and operational excellence.
How Intel, Google, and others used OKRs to achieve breakthrough results.
A practical guide to achieving your most important goals with OKRs.
Further reading: Wikipedia · WhatMatters.com
"What are we doing?"
"What are we achieving?"
OKRs force teams to articulate:
They turn strategy from an idea into a system.
Founder, KnightLeap
I've spent my career designing and implementing systems for growing businesses — across operations, finance, data, automation, and strategy.
Over the years, I've worked as a consultant, program manager, project manager, and systems architect, helping organizations scale without losing control. A large part of that work has involved something surprisingly consistent:
Tying fragmented tools and systems together so leadership can see and run the business as a coherent whole.
Most companies don't lack tools — they lack unity between tools.
I've used nearly every major project management and planning platform:
Each of these tools is strong in its own way — but almost all of them focus on tracking work, not tying work directly to business value.
The only exception I found was McKinsey Wave — which explicitly links initiatives to business impact — but it's built for large enterprises with dedicated teams, heavy process, and large budgets.
KnightLeap was created to bring that same discipline of strategic value into a system that's usable, flexible, and practical for small to mid-sized organizations — without the overhead, bureaucracy, or implementation complexity.
KnightLeap is the synthesis of years spent stitching together:
...just to answer a simple question:
"Is the work we're doing actually moving the business forward?"
KnightLeap provides that unity out of the box.
Most organizations assemble their operating system from five to ten disconnected tools.
KnightLeap was built to be that operating system.
Instead of integrating strategy, planning, execution, and visibility after the fact,
KnightLeap starts with alignment and builds execution on top of it.
instead of overload
instead of silos
instead of guesswork
instead of theater
KnightLeap is not a prettier task list.
It's a discipline for running your business.
When alignment stops being automatic and you need systems that scale.
Signal, not noise. Decisions, not more dashboards.
What actually moved? What's stuck? What matters now?
Time to close the gap between strategy and execution.
If you want a nicer dashboard, there are many tools.
If you want a system that makes strategy operational — this is for you.
Start a 21-day free trial with full access.
It's not about more dashboards.
It's not about more process.
It's about making what matters visible and executable.