Scattered Decks, Scattered Teams

In most growth-stage SaaS organizations, strategy ends up scattered across many places. A board presentation here, a wiki page there, a Slack thread that temporarily served as “the plan.” It feels manageable but, as the company scales, it becomes a liability.

At Level Access, early in our growth, I believed we had strategy because we had something written down called Strategy. In reality, I had fragmentation. Each executive walked into planning sessions with a different version of the truth. Sales pursued one interpretation, product another, and marketing a third.  Honestly, it sucked.  I thought misalignment was just part of growth and progress would, inexorably, slow as a result.

My view is that this challenge persists because the tools we commonly use—decks, wikis, messaging platforms—were never designed to manage strategy. Presentations tell stories, wikis store information, and Slack supports rapid communication. None of these serve as a living system of record for strategy. At $10M ARR, the gaps are inconvenient. At $50M, they create structural friction. By $100M, they materially constrain growth.

My belief is that the solution is a unified, continuously updated source of truth for corporate strategy. A system that connects and aligns mission, vision, KPIs, and departmental OKRs into a single framework accessible to everyone, all the time.   If we’re smart in leveraging LLMs we can have them help validate that actions—from corporate OKRs to atomic user stories —align with what we’ve all agreed we’re trying to accomplish.

That is the goal of StrategyForge–something we’re speccing-out now. We are StrategyForge to consolidate the scattered fragments of strategy into one connected, actionable platform. Currently, I’m looking for early feedback on that.  If you’re interested e-mail, DM, send a smoke signal, I  would love to get your input.