Pennaway Get Paid Team OKRs, Q1 2027
OKR presentation example: objectives, key results, owners
An OKR presentation has to prove to the team and its manager that the quarter has a few ambitious objectives, each measured by numbers with a start point, a target and one owner. The Get Paid team at Pennaway, an invented invoicing app for tradespeople, scores last quarter at 0.72, then sets three objectives and nine key results for Q1 2027.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Names the team, the quarter and the review date so the deck is filed against one period.
- Slide 2comparison
- Scores last quarter honestly before setting new targets, so the new numbers are calibrated.
- Slide 3intro
- Explains why this quarter focuses where it does, using what the Q4 scores showed.
- Slide 4framework
- The whole quarter on one grid: three objectives down the side, three key results across.
- Slide 5metrics
- Every key result with where it is now, the target and the one person who owns it.
- Slide 6checklist
- Dependencies on other teams, named up front so they are asked for in week one, not week ten.
- Slide 7calendar
- The quarter month by month, with the check-ins and releases that the key results depend on.
- Slide 8takeaway
- States what the team will not work on this quarter, which protects the nine key results.
- Slide 9closing
- Closes on the review cadence so everyone knows when progress is checked and by whom.
Slide by slide
Slide one names the team, the quarter and the planning date. Slide two scores Q4. Slide three explains the focus with four findings, such as card invoices being paid in 11 days against 18 for bank transfer. Slide four puts the three objectives and nine key results on one grid. Slide five is the tracking table with current, target and owner. Slide six lists dependencies on finance, support, platform and marketing. Slide seven lays out the quarter month by month with releases and check-ins. Slide eight names three requests parked until Q2 and why. Slide nine closes on the review cadence: weekly numbers, a monthly check-in, a mid quarter confidence score and a final scoring session.
How to adapt this deck
A company level OKR deck should replace the owner names with team names and add a slide showing which team OKRs ladder up to each company objective. A team new to OKRs should drop the Q4 scoring slide and use slide two to explain the 0 to 1 scale and why 0.7 counts as a good result. A support or operations team, whose work is more steady than a product team's, can keep key results as health measures with a floor rather than a stretch target, and say so on the grid.
What OKR guidance says
Google's re:Work guide describes objectives as ambitious and somewhat uncomfortable, and key results as measurable and graded on a scale of 0 to 1.0, with a sweet spot of 60 to 70 percent. It suggests three to five objectives with about three key results each. What Matters, the OKR resource founded by John Doerr, defines key results as specific, time bound and verifiable. This deck uses three objectives, nine key results and a caption that says 0.7 is a good quarter.
What makes this deck work
Last quarter is scored first
Slide two lists the six Q4 key results with target, achieved and a score from 0 to 1, averaging 0.72. Payout tickets scored 0.3 at 420 a month against 300, and that miss becomes a whole objective on slide four. The new targets are calibrated by the old ones rather than invented.
Every key result has a number and a name
The table on slide five gives all nine key results a current value, a target and one owner, from 15 days to paid down to 10, to quotes sent in 3 minutes rather than 6. Two key results owned by the same person are fine; a key result owned by the team is not.
Dependencies are asked for in week one
Slide six names four things other teams must deliver and the date, such as finance approving the bank link provider by 24 January, and says what happens without it: key result 1.2 stalls at about 38 percent. That turns a hidden risk into a request.
Questions people ask
How many objectives should a team OKR deck have?
Three to five, with about three key results each. Fewer objectives make the quarter easier to explain and protect focus. This deck uses three objectives and nine key results, and a separate slide lists the requests that were deliberately parked so stakeholders can see they were heard.
What is a good OKR score at the end of the quarter?
On a 0 to 1 scale, around 0.6 to 0.7 is usually a good result, because objectives are meant to stretch. Scoring 1.0 on everything suggests the targets were too safe. Say this on the slide, as the table caption here does, so a 0.7 is not read as failure.
Should an OKR presentation show last quarter's results?
Yes, on one slide. Showing target, achieved and score for each key result tells the room the team takes scoring seriously and explains where the new targets came from. Keep the commentary for the misses that changed the plan, like the payout tickets here.
Who should own a key result?
One named person per key result, even when the whole team works on it. The owner reports the number each week and raises a problem early. Shared ownership usually means nobody updates the figure. The same person can own two or three key results across different objectives.
How do I show OKR dependencies in a deck?
Give each dependency its own card with the team, what they need to deliver, the date, and which key result it unlocks. Add what happens if it is late. Present it at planning so the other teams can agree to the dates in the room rather than by email weeks later.
Can I turn this OKR deck into my team's next quarter?
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