FY26 was a year of progress, but it also showed where friction still exists across the business. The focus for FY27 is simple: remove that friction, tighten execution, and build a more scalable operating model.
These are the ten operational targets that'll define how we improve.
1. Reduce internal friction from meetings
Meetings are currently absorbing too much employee time without always driving outcomes.
In FY27, this'll be addressed through a structured review of meetings across the business, alongside training to improve how they're run. The goal isn't fewer conversations, it's more effective ones. A lot of organisations find that the volume of meetings isn't the issue; it's the lack of clear purpose and follow-through that does the damage.
2. Strengthen engineering management structure
Delivery speed and focus within engineering is being affected by gaps in team structure.
The priority is to identify where additional team leads are needed to create clearer ownership, faster decision-making, and more consistent delivery. This works well when the right people are in place, but it's worth making sure those roles are clearly defined before they're filled, so expectations are aligned from day one.
3. Rebuild marketing pipeline consistency
MQL (Marketing Qualified Lead) and SQL (Sales Qualified Lead) performance slowed in Q4 FY26. That can't carry into FY27.
Action is already underway, with a Head of Lead Generation and external agency support in place. The focus will also shift toward AI-driven lead generation, including improving how Cintra is surfaced and referenced in AI tools. It's an emerging area, so expect some experimentation before the approach is fully dialled in.
4. Fix onboarding ownership and scalability
Onboarding remains too manual, and accountability isn't where it needs to be.
The shift in FY27 is toward a more structured model:
This is a critical area. If it's not fixed, scale will stay constrained, so it's a top priority, not a background workstream.
5. Protect and improve NRR in new markets
Net revenue retention (NRR) is under pressure, particularly in newer market segments.
The response is twofold:
The FY27 budget has already been set with this pressure in mind, but the operational discipline behind it now needs to follow. Good news on the budget front; the harder work is making sure the day-to-day execution keeps pace.
6. Reset Monarch delivery approach
Monarch needs a reset to make sure it can be delivered within expected timelines and cost.
This includes tighter oversight from the CTO and a clear guiding principle: don't rebuild or rewrite unless there's clear evidence that something is failing in real-world use. That kind of discipline is what keeps projects on track—and it's especially important as complexity grows.
7. Improve forecasting quality and visibility
Forecasting has improved significantly—but it's not yet consistent enough.
The next step is to smooth forecasting accuracy and extend visibility, particularly across a rolling six-month window. Process reviews and system improvements will be brought in early in FY27. Getting this right will make a real difference to how confidently the business can plan ahead.
8. Prepare the workforce for AI
There's a growing risk that parts of the organisation aren't fully equipped for the pace of AI adoption.
FY27 will focus on assessing current capability and putting targeted training in place to make sure teams can use AI effectively in their roles. It's worth being realistic here—building genuine capability takes time, and it works best when it's tied to specific, practical use cases rather than general awareness.
9. Drive practical AI adoption across departments
There's been strong progress in learning about AI. The next step is putting it into practice.
The focus will shift toward embedding AI into repeatable, high-impact activities across departments, turning experimentation into measurable operational gains. That means moving beyond pilots and making sure what works gets rolled out properly.
10. Embed platform thinking in product and engineering
The move to a platform model is underway, but it's not yet fully embedded.
That'll require continued training, reinforcement, and leadership alignment to make sure platform thinking becomes the default approach across product and engineering teams. A lot of organisations find this takes longer than expected, so consistent leadership messaging will be key.
The focus for FY27
These targets aren't isolated initiatives. They're connected.
Better onboarding improves NRR. Stronger engineering structure improves delivery. AI adoption supports efficiency across every function. Platform thinking underpins everything.
The opportunity in FY27 isn't to add more complexity, it's to execute more cleanly. If we get these ten areas right, the business won't just grow. It'll scale properly.