A Metrics Tree decomposes the company’s revenue (or whatever the top output is) into the operating levers product owns, each levered to a specific team, each measurable. Most companies have a deck of “north stars” disconnected from any of the underlying inputs. That’s not a metrics tree — that’s a slide.
The artifact most companies get wrong is treating it as a one-time exercise. A real metrics tree is the spine of the OKR cycle, the prioritization model, and the dashboard layer. If yours doesn’t drive those three, it isn’t doing its job.
What decision this drives
Whether the team is optimizing the right thing. A metrics tree forces honesty: every initiative must map to a node, every node has an owner, every owner can show movement. If an initiative doesn’t fit the tree, either the tree is wrong or the initiative is.
What it looks like
Caption: Anonymized version of the User Value formula tree (Pillars decomposition).
What you get
- Revenue formula decomposed into measurable input levers with ownership
- Definitions document for each metric (calculation, source of truth, refresh cadence)
- Mapping from each lever to existing or required dashboards
- Working session with founder + product team to align on the tree
Real result
At a bootstrapped ~14M MAU calculator network, the User Value formula became the basis for all OKRs and project prioritization across the product org.
Price
€4,000 fixed, 4 weeks.
