Quarterly objectives drift in the gap between status meetings. By the time the OKR review pulls everyone into a room, the slippage is six weeks deep. Heidi watches every objective against the data it actually depends on, and surfaces drift the day it starts, not the quarter it shows up in.
Each OKR is wired to its source-of-truth, pipeline objectives to Salesforce, engineering objectives to Jira and GitHub, growth objectives to Databricks, customer objectives to ServiceNow. Heidi maintains the link, you set it once.
Every objective has an implicit trajectory, "to hit Q3 we need 12 deals × $80k average × 35% close rate". Heidi watches the running rate against the trajectory daily, models the convergence, and flags drift the moment the math stops working.
When an objective drifts, Heidi DMs the owner with the specific pattern that broke, "close rate is fine but new-meeting volume is down 22% from last 4 weeks", and proposes two or three concrete remediations. Nudge, not interruption.
The weekly review becomes a decision meeting because the status is already live in Heidi. The agenda is the open decisions, not the recap. People show up with answers, not slides.
At quarter close, Heidi drafts the retrospective, what was committed, what shipped, where the gaps were, which patterns recurred from last quarter. The leadership team edits the narrative; they don't reconstruct the facts.
Bring the version of this workflow your team actually runs today. We'll wire Heidi against a sandbox of your stack and show it end to end inside the call.