Yearly goals

Yearly goals focus our attention on the work now that will have the biggest impact in the medium-long term. Yearly goals are set at the start of each year by the leadership team at Spill but everyone can input on them by discussing them with their manager ahead of time.

For an example of a yearly goal, our goal for 2025 was to “take market share from EAPs outside of the tech and media industry”, and that was measured by signing up 200 companies outside tech and media.

Projects

We complete projects to make progress towards our yearly goal. Anyone can come up with projects but they often come out of one of three types of work:

1. user research: talking to company admins, employees or counsellors about their problems and goals
2. small experiments: testing an idea with users
3. thinking or talking: reformulating or imagining how Spill could better help our customers

We usually write a spec for every project. A spec includes a project goal, an explanation of why we’re doing the project, and the specific functionality that the project needs to enable.

Tickets

Once the project spec is complete, the work required to complete the spec gets split up into discrete chunks of work (tickets) by the team of people who will working on it. Each ticket should be understandable for anyone to work on it. Progress through tickets managed via daily project stand-ups.

Project Reviews

One to two months after a project is completed, the team that worked on the project goes through a project review. It’s the responsibility of the person who proposed the project initially to complete the project review. A project review shares the key metrics from the project, highlights any key learnings and metrics and offers a chance to discuss next steps for the project.

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Methods for building the team

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Working culture

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