Meet Miquido, a Krakow-based software development service company with a dynamic team of 275. Boasting a remarkable 4.9 average score from almost 50 reviews on Clutch, their portfolio features notable clients such as Dolby, Warner Music Group, Abbey Road Studios, BNP Paribas, and Santander Bank, demonstrating the expertise of their team in delivering high-quality projects.
They’re actively involved in the local tech scene, hosting industry conferences and meetups, including Meet&Lead, QA fest, and Halo design, and even running their own webinar - AI Waves. Their current employees are key to maintaining high standards and driving innovation within the company.
As per their website, they’re young, wanting, and willing to change the world. And boy, do they live up to their words! Miquido's strong foundation in the industry enables them to deliver consistent results and adapt to new challenges.
Working with Valueships was a very good experience. Our collaboration was both smooth and professional. Valueships showcased good project management skills, as they met a very short deadline. They helped us to operationalize yearly strategy which was crucial to achieving our targets. The team was focused on long-term and sustainable results and was very responsive to our feedback. Valueships delivered tailored solutions and brought vast experience in the Software industry. Apart from the main project goal, we found additional insights very helpful; they brought our attention to things we hadn't thought of before.
In the final quarter of 2022, Miquido’s Head of Operations, Jerzy, sought our strategic support. The company had just established high-level business goals for 2023, but they faced a challenge that’s extremely common when scaling a software company - the goals existed at the board level, but there was no clear system to distribute them across teams and track progress. During such scaling efforts, significant challenges often arise, including managing technological disruptions and aligning strategies with growth metrics.
It was crucial to understand the difference between leading and lagging indicators to make the organization as efficient as possible. In other words, Miquido had the vision but needed a strategy execution framework to turn it into measurable, trackable results across 275 people. Scaling a software company requires careful planning, dedication, and a willingness to adapt.
The challenge was figuring out how to ensure everyone in the company was pulling towards the management’s high-level goals. This is one of the most common problems in strategic planning for tech companies - leadership defines ambitious targets, but without a structured system, teams operate in silos and progress becomes impossible to measure. Achieving company-wide cohesion requires a strong focus on organizational goals and cross functional alignment, ensuring that all departments collaborate effectively toward shared objectives.
Miquido’s leadership aimed to ensure their strategic goals were correctly defined and delegated. As the organization was growing, there was a need for transparency and awareness if Miquido was on track versus its strategic long-term goals. Our task was to develop a predictable and repeatable reporting system to allow them to verify the company’s direction dynamically and on a quarterly basis. Performance measurement and effective strategy execution are essential for tracking progress and achieving results, providing the necessary feedback to optimize strategies over time.
In short: they needed to know how to measure business performance at every level - from the boardroom to individual teams. Decision making and strategic decisions play a critical role in guiding the organization toward its objectives, ensuring that every action supports the overall vision.
We spent six weeks working closely with the company’s management, meeting weekly, and going through four stages in our agile workflow. The process was managed by experienced project managers and coordinated across different business units to ensure alignment and effective execution.
We started by mapping the organization’s structure and processes. Engaging employees at all levels was essential to gain a comprehensive understanding and buy-in. We ensured that capable hands were managing key aspects of the process to reassure stakeholders and facilitate smooth scaling.
Next, we decomposed high-level KPIs into actionable metrics for each team. Having the right data was critical to inform KPI selection and track progress accurately. We also leveraged automation to streamline data collection and reporting, reducing manual effort and increasing reliability.
Finally, we implemented the new tools and processes. Improving business operations and leveraging automation helped increase efficiency and support scaling efforts, ensuring the company could grow sustainably.
First, we helped categorize their pre-determined goals for 2023, assigning them to relevant departments in the company. We defined five ultimate business segments and assigned them appropriate strategic goals, which gave the company a bird’s-eye view of who’s accountable for what. It was also essential to focus on the most critical objectives for each segment to ensure strategic clarity and effective execution.
This step is fundamental when you’re building a KPI framework for growing companies - before you can measure anything, you need to know which goals belong where. Each business segment has its own set of challenges and KPIs that must be addressed. Without this clarity, business goals alignment across the organization is impossible.
Then we mapped the whole organization, tracking team responsibilities and dependencies to distribute the segmented goals to the correct units. Using the RASCI framework (Responsible, Accountable, Supportive, Consulted, and Informed), we created a cascading reporting system, with the relevant people from the proper departments reporting progress to their managers right up to the board. Throughout this process, we emphasized the importance of maintaining a strong in house team and investing in current employees to ensure that scaling efforts did not compromise the integrity and expertise of our core staff.
This paved the way for us to break all business goals into smaller teams and more detailed KPIs. Achieving cross functional alignment was a key objective of the mapping process, ensuring collaboration and communication across departments. When you’re figuring out how to scale operations in a software house, this kind of clarity is essential - every team needs to know exactly what they own and who they report to.
Next, we broke down business goals into smaller key performance indicators (KPIs), defining specific KPIs for each goal and suggesting metrics that directly and indirectly supported each objective. This is where the question of how to set KPIs for a tech company gets practical.
For example, if a sales segment’s goal was to grow by X, we established a KPI of Y revenue growth from new clients (hunting) and existing clients (farming). And the example of an indirect metric was increased client satisfaction by Z (measured by NPS), which affects revenue indirectly - better satisfaction supports increased sales but doesn’t bring profit per se. It was important to maintain quality in both the measurement process and the outcomes to ensure reliable and actionable results.
The distinction between leading and lagging indicators was critical here. Lagging indicators tell you what happened. Leading indicators tell you what’s about to happen. Performance measurement is essential for tracking both types of indicators, ensuring that objectives are met and providing a feedback loop for continuous improvement. A strong strategy execution framework needs both.
Lastly, we helped Miquido implement the right tools for measuring individual goals and set up a reporting process so everyone knows when and how to present results to their managers. Effective strategy execution depends on having clear processes in place and engaging employees at every level to ensure alignment and accountability.
We also devised a company-wide communication plan to address the upcoming changes to ensure that the board’s intentions were clearly introduced to the company. Transparent decision making is crucial here, as it ensures everyone understands the changes and the rationale behind them. This is a step that many organizations skip - and it’s often the reason why strategic planning for tech companies fails. If people don’t understand why things are changing and what’s expected of them, even the best framework won’t deliver results.
The engagement was completed in just 6 weeks and delivered everything Miquido needed to enter 2023 with full clarity:
But beyond the deliverables, the real impact was organizational confidence. Miquido’s leadership could now look at a dashboard and know exactly where the company stood against its goals - not once a year, but every quarter. This allowed the leadership to feel confident in their ability to track progress and make informed decisions. Focusing on customer success is essential for retaining clients and ensuring their satisfaction with your product, and this approach supported that goal.
When you’re scaling a software company, this kind of operational backbone becomes essential. Without it, growth creates chaos. With it, growth creates momentum. The engagement helped move the company forward and supported ongoing scaling efforts.
In conclusion, scaling is a comprehensive process that requires strategic planning and the right infrastructure. Here, it resulted in sustainable, smarter growth—demonstrating the value of conclusion scaling for a strategy consulting software company.
Clarified 2023 Strategic Vision
Business goals decomposed into KPIs
Aligned Teams with Specific KPIs
Established Uniform Reporting Structure
Enhanced Board's self-governance.
Certified expert in price, revenue and margin management in B2B companies and e-commerce. Member of the prestigious Professional Pricing Society. At Valueships, he is responsible for the implementation of consulting projects and taking care of the profitability of clients. Prior to joining Valueships, he worked at McKinsey & Company in the area of pricing and strategy.
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Certified expert in price, revenue and margin management in B2B companies and e-commerce. Member of the prestigious Professional Pricing Society. At Valueships, he is responsible for the implementation of consulting projects and taking care of the profitability of clients. Prior to joining Valueships, he worked at McKinsey & Company in the area of pricing and strategy.
