Reprint of Speedhunters Article: The RWB 964 With A Secret

By Trevor Ryan

15th February 2018  80 Comments (at bottom of page)

It was last year when Louis put me in touch with Kris Duggan to shoot his car, but only last weekend did the stars finally align for us at an OnGrid track day. Kris said his RWB 964 had never been featured anywhere before, and the car has had a wild ride since he picked it up in stock form a little over two years ago.

The 1990 C2 isn’t Kris’s first go around with a Porsche; he actually has a rather long history with them. His first car was a 1974 914 2.0L that he picked up in high school for $2,000, and his latest acquisition marks the ninth Porsche he’s owned. On the first cruise in the car after Nakai-san wrapped up his RWB handiwork, Kris was rear-ended by a California Highway Patrol officer driving an SUV. It was at this point that Kris had some decisions to make, but we’ll get into that later.

First off, it’s obvious that Nakai came back on the States to rework his magic on the 1990 C2 to get everything to fit again. Kris has been enjoying the car ever since, regularly taking it to the tracks around California’s Bay Area.

It was early in the morning at OnGrid’s track day at Laguna Seca last weekend that I finally laid eyes on the car for the first time.

It was more striking in person than I expected it to be, and like all of Nakai’s builds, very properly put together.

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One of the first things I asked Kris was why he wanted to have an RWB in the first place. Of course, like so many others, he just loves that wide-body look, and as a Porsche aficionado he relished in the opportunity to watch Nakai work on his car. Kris describes Nakai as a true craftsman, and he’s stoked to be part of a growing community of RWB owners around the world.

So far, everything seems pretty standard: Kris loves Porsches, the RWB culture, and driving the pants off his car.

CHAPTER TWO

Track Prepped

If you want to drive your car hard, the racetrack is absolutely the best place to push it to the limit. Don’t get me wrong, I love a good back road, but the consequences of getting it wrong on a public street aren’t fair to anyone around you. As such, Kris has the 964 prepped for track duty.

Like the outside of the car, the interior is has been tastefully refined. There’s lots of Alcantara and aftermarket replacements, but everything’s been done in a sort of minimalist way.

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As Alex Ross from SharkWerks told me when I stopped by his shop, a good steering wheel is like a good computer mouse. Not only is it a basic requirement to interface with your hardware, but you’re going to spend a lot of time with it in your hands, and as such, you should get a good one. Kris has gone with a dished Momo.

Meanwhile, the gauges have also been replaced with an OBD2 setup, and I noticed a fancy heads-up digital temp gauge above the center console.

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Sparco seats have been selected to keep the driver and passenger firmly in place. You’ll notice that the OEM-style belts remain alongside the harnesses; this is the correct way to have your car good to go on the street as well as the track.

Kris already has several days completed at his favorite California circuits, as you can see from the Laguna Seca, Thunderhill, and Buttonwillow Raceway stickers on the side window.

Kris is fast too, running in the 1:44s at Laguna Seca during his last outing. To give you a bit of perspective, that’s only a couple seconds off of 981 Cayman S records with a professional driver behind the wheel. Kris admits he’s probably leaving a lot of time on the table in the car, so how is this possible with the old 964 C2?

CHAPTER THREE

Welcome To America

This question brings us back in time to when Kris was rear-ended by a police officer, of all people, immediately after having the RWB kit finished.

As I mentioned, the bodywork was all redone by Nakai himself, but it left Kris with a unique opportunity.

An opportunity that Kris made full use of, going with a GM LS3 V8 swap good for 410 horsepower to the wheels. Considering the original motor in the C2 — which would only make 250hp at the crank on a good day — was trashed, Kris figured this was the perfect chance to try something different.

With roughly an extra 200 horsepower on tap (nearly double) in the 28-year-old wide-body, it’s definitely an incredible driving experience. You’ll also notice that the V8 is packaged quite tightly in the back of the car, with a bit of trickery to make it all work.

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The swap makes use of a 5-speed G50 Porsche transaxle, and to make everything fit a couple of the rear panels were trimmed back and the deck lid hinge needed to be relocated. But they got it all in there and Kris says the resulting power is just simply grin-inducing.

When you couple that with the insane induction noise from the window-mounted air scoops that feed the motor, Kris says the Porsche has been transformed into a “giggle machine.” Just mash the pedal in any gear and it’s a guarantee that the driver is going to get a bit giddy.

Even with the larger displacement motor, which actually doesn’t really weigh much more than the original setup, it still has that Porsche DNA which makes it a dream to drive.

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The suspension, which we’ll get to in a moment, has been upgraded along with the wide-body and the motor so everything is well balanced.

It’s this awesome formula that keeps Kris coming back to the track looking for more and more grip.

FINAL CHAPTER

Handling The Handling

The car certainly has plenty of grip, aided by KW suspension and the fat tires Kris is now able to tuck under the RWB bodywork.

With sticky Toyo R888s in 315/30R18 out back and 265/35R18 in the front, it’s a righteous setup for track use.

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The massively dished AL13 wheels that Kris has chosen for the build are perfect in that bright red finish. Normally I wouldn’t gravitate towards a wheel choice like this, but it looks so good against the Grand Prix White and fits in nicely with the aggressive RWB kit.

Ducting help keeps the big brake kit from getting too toasty at the track when Kris puts his RaceTech RS35 pads to use.

Suspension is handled by KW V1 coilovers along with a KW Hydraulic Lift System (HLS) similar to the one that Larry just installed in his 996.

Other suspension upgrades make use of parts from Elephant Racing, including an adjustable spring plate kit in the rear. This allows Kris to get the car to sit exactly how he wants it to.

With these parts the car is perfectly set up for track use, but Kris can still make it out of a steep driveway and over speed bumps thanks to the KW HLS.

It’s a no-compromises RWB build, being put through its paces at the racetrack on the regular. While so many things about this car are just so right, Kris tells me many still don’t approve of the RWB kit and cry foul when they learn of the V8 swap.

But Kris is far too busy putting the hammer down in his C2, with a giant grin on his face, to be concerned about any of that.

80 comments

Sort:by Oldest

Ragnaroc05

So if I’m understanding correctly, Nakai finished the kit the first time, guy got rearended by the police and stuffed a GM V8 into it as a result. Yeah that makes sense to me lol While not the first wide-body V8 911 I’ve seen I still marvel how they are able to get them to fit, and white really suits the car.

Now though, I wonder when we’ll see a older 911 with a Subaru Boxer in it.

John Best

I was thinking the same thing! I guess people swap them into the old Bus pretty often.

Paddy McGrath

How about a 912? http://www.speedhunters.com/2016/09/style-porsche-power-sti/

MotoTom

I believe a “hnnnggggg” is in order for that

sixy

take your porsche and chev it!! nice

Devon

it’s like a double whammy of purist triggers. LS power and RWB. At least it’s hitting the track and being driven hard!

BtotheRuce

Visually, this would have to be the most tasteful RWB Porsche ever featured.

Hal McGinnis

I think I disagree too. RWB cars are all about outsized proportions. The tiny ducktail just doesn’t fit. It needs a giant wing to balance it out. The ducktail looks vestigial…

3nigm4

I disagree. Something about this RWb just doesn’t sit right with me. To me this would be the bottom of the barrel for RWB cars that Speedhunters has featured. In saying that, it’s still a very nice car.

Felix Rolon

Dude how the hell do you fit another four cylinders in there!? Im really into what they did to cram that in

aaron snyder

two cylinders.

Felix Rolon

Oops my mistake… thanks!

Klaus

Won’t ever be able to accept an LS on an 911 or FD RX7. Apart from that it’s a nice car.

Aguz

I kinda agree with Klaus, when you see a tiger, you expect tiger noises; and not a tiger making gorilla noises. I know its a beautiful car and a powerful engine but i think i would prefer less HP and have the boxter engine sound… but i also applaud the owner courage to do that.

Aguz

but to be honest i will love to make my focus zx3 a v8 heart transplant !

Josh D

Genuinely interested why you think that?

Summerillion

The LS is an excellent engine. It’s great in almost every way. I think people’s expectations of builds online differ to real life. It’s a ‘boring’ swap despite all its benefits but an internet full of exciting swaps like a 2jz Rolls Royce or a 4 Rotor Toyota Aristo. It all seems mundane in comparison.

Thing of it is that finding something like this in the wild would be exciting let alone getting to drive it.

Klaus

It’s a question of personal taste and also the orignal powertrain of the car and the possibilities of other platforms available to put an LS in.
You have loads of other mass produced cars available to put an LS1 or LS2 and have a reliable track/drift/weekend car to enjoy.
For example I really like the idea of that engine on a Miata, or any older GM car which may have the looks but not the desired performance.

Josh D

Fair enough!

I just usually think: power target = engine choice (need to think reliability, cost, support etc) + Chassis choice (weight, looks, personal choice, rwd, fwd, awd, rigidity, support, suspension, brakes etc etc) = combo driver wants. So for me personally if it does the job I the owner intended it is all good.

Joel

Can anyone explain the RWB sticker on the passenger side quarter window behind the air intake? It looks like the QANTAS kangaroo logo – is this an RWB Australia sticker of some sort?

I’m still trying to work out how that motor fits in that engine bay! The kit looks amazing too, one of my favourites that’s been featured so far. Looks like you’ve been busy! Looking forward to more articles

browncoat

Good spot. I didn’t know RWB Aus was allowed to use the QANTAS logo.

Kris D

Hey Joel, yeah, that is a sticker from RWB Australia… glad everyone likes the car!

Brian

Great car that seems to have all facets blend well. The widebody is a part of the look and handling, the V8 people (who haven’t done conversions) hassle but others who DO work on their cars know a reliable cost effective solution can’t be argued with, we aren’t building to please the internetz yo. Love the car and the ducktail looks great

Kris

Great job Trevor on the article and the fantastic pics. Big time thanks to the RWB community and in particular Nakai-san. Also want to thank Toyo and AL13.

Terry Tek

At first glance I thought this was the RWD that the Hoonigans down south had, but it seemed like there was something special in it.

And although the V8 of choice seems quite overused (if it were mine I’d put in a 1UZ or even a more exotic S62 to keep it german), it seems to fit quite well. And I wonder how badly trashed the original motor was, could’ve been salvageable and sold to another owner who might have wanted it.

Jack the Man

A 911 with very deep wheels, an RWB kit, an LS, and good street/track balance. yeah, that ticks all the boxes for me!

SW1

Something’s not right.
410whp, sub-3000lb car, 315-width R888 tires
runs 1:44s?!! and you weirdly compare it to a 981 Porsche?

A little perspective: We run mid 1:40’s in our Miata’s. With 205-width tires. Track record in a SM-prepped Miata (130whp) is 1:42.5. A nicely prepped ’81 911 SC will turns 1:44s all day. I just don’t the “fast” and 981 comparison at all.

This LS powered 911 should be sub-1:40s all day!

Trevor Ryan

Yep, Matt’s got the right idea.

Prepped Miatas are incredibly capable here and I don’t think anyone cares about SM unless they own a Miata.

Kris admits he’s no racing driver, but the fact that he’s almost as fast as one in a car a few generations older is what I thought impressive. The car certainly has a lot more in it but Kris is just looking for a good time.

SW1

” I don’t think anyone cares about SM unless they own a Miata.”

Wow.
And nobody cares about 80’s 911s with half the tire and 1/2 the power turning similar/faster times than modern Porsche’s at ‘Seca either?

Please bring back Mike Garrett
HE has the right idea:)

Trevor Ryan

Haha Miatas are just boring. Everyone has one and they’re amazing track cars that are very easy to push, with very little consequence if you get it wrong.

Mid 40s is very respectable for any Miata though, congrats. It’s all in the driver.

John B

SW1 is forgetting not everyone in the world is a race car driver. Car would be much faster in a professionals hands. That’s what professionals do for a living.

No one does care about SM except people who are in the Miata community. No one cares about Spec Boxster outside the Boxster community. This is a pretty obvious statement.

As far as Miatas being easy to push any well setup car is easy to push until the last 5-10%. Very little consequence is a pretty ignorant statement. Good lap times are not all in the driver they are absolutely about the setup. You’re both talking a lot of nonsense lol.

Trevor Ryan

You’re totally right, my point was that in a properly set up car (assuming most SM or any Miata in mid 40s here are) it’s going to come down to the driver.

And “very little consequence” as in you can roll your Miata and still be out less cash than what the wheels on this RWB would run. And they’re far more predictable cars than many anyway.

I also forgot the fact that Kris has to lift here for sound on T5, which is pretty significant.

Matthew Dockery

Laguna’s a weird track. It’s fairly tight with lots of turns and two hairpins (turn 11 isn’t really a hairpin but it’s tighter than a skydiver’s butthole and a true 90*turn). It’s a dream track for momentum cars and handling > power builds.

Probably not the best track to compare times on if you’re doing something crazy like this.

There’s also the question of how good the shoe behind the wheel is. Miata drivers learn car control and momentum (as I’m sure you know). That all translate to great lines, minimal braking, and as few mistakes a possible. That’s how you get fast times at Seca. Not power.

John Best

skydiver’s butthole.. ha

Dean

I also thought this was Brian Scotto’s RWB from Hoonigan at first glance thinking he had ditched the rear wing.
Very nicely put together combo. I’m interested to see how the cooling system is set up?

Trevor Ryan

Check my comment below, it’s got a front rad which is why an extra duct in the front bumper is there.

Matthew Dockery

I’d be interested to see the car run this track in person. Usually LS swaps make those things unruly as all hell since the center of gravity gets f*$%ed. But it’s so wide, with so much tire, and and some real suspension… maybe it just resists that crazy oversteer.

Hal McGinnis

This isn’t true at all. LS swaps in 911’s tame them down. The power delivery is more linear and the reduction in weight over the rear end make them much easier to drive at the limit. The lower center of gravity in the rear also helps tame the roll center. It’s a much better solution. Google “911 iroc ls swap”. I built the red one that’s all over the internet.

Brian

Yay! Facts not BS. Thankyou.
LS swaps get so much hate from (what seems to be) people who haven’t done much to their car past a service. They don’t realise how many factors are juggled / compromised in a swap and that the size / weight / cost per hp with and LS is tops. Aftermarket parts support also a huge bonus.

Christian Schmidt

There are so many V8 swaps for Porsche, BMW, Nissan, Supra, … because the engine is cheap, more or less reliable and easy to modify …

But a Motor is the heart of a car and if you swap out the engine you steal the soul of the car.

Brian

Unless it’s some special works motor the engine is just another mass produced bit of metal designed to turn a profit. I don’t get why someone thinks the car knows where the lump of metal came from, thinks the “soul” of the car gives a shit. This is unarguably an improvement, you can’t feel matching numbers through the wheel, you can feel composure and power.

Trevor Ryan

Quick Google search confirms my suspicions that they’re close, and LS3 is actually lighter. Interested in your sources on the weight as I don’t really have any good numbers.

Matthew Dockery

Center of gravity is the wrong way to phrase it, I apologize. You have to shift where the motor is in the car. Do this right, you end up with something great, do it wrong, and you mess up the balance of the car.

Does this matter in a car that has 315s in the rear? I’m not sure, you’ve completely changed the composition of the car’s handling before you even touched the motor. That’s why I’d be so interested to see it actually run.

Matthew Dockery

I wasn’t referring to the weight of the motor, but where the weight is placed in the car. The LS is taller and more top heavy (plenum, heads, exhaust), all sit higher than the flat six they replace. In car that’s so focused on balance, that low center of gravity for the motor is important.

I’ve been told by people who build LS powered 911s that moving the weight up in the engine compartment with a taller motor makes the cars tail-happy, or that they shift weight in the rear differently than a flat six powered car.

Hal McGinnis

The LS sits lower in the car than the flat 6. It is not taller. in fact, the only slight issue with these swaps is how far down the motor hangs.

Trevor Ryan

Fair enough. Flat six is obviously designed to be tucked in there.

Maybe Kris will chime in for us.

Kris

The car definitely has a lot of power so feathering the throttle is important, but I haven’t noticed any bad tendencies. The motor while it does sit a little higher does roughly weigh the same as the stock configuration. The suspension on it is more than enough to compensate.

Tevita Phillips

that’s disgusting

Mike Urbi

This is the best RWB 964 i´ve ever seen. It´s a hybrid, who includes racing DNA and the right Solutions for your daily Problems. #NONEEDFORHYPERCAR

Christian Schmidt

@Mike Urbi

You should visit the Home of Porsche …

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Mike Urbi

It´s already on my to do list XD But the Problem in the Homeland of Porsche is, that 80% of the Porsche Driver are above 60 years old …. Only the crazy guys near Hockenheim or Nordschleife will modify them ….

Christian Schmidt

you should visit Germany …

Mike Urbi

Ok Christian now i understand why you say this to me !!! Big sorry, you must know it much better than me. But i miss those rockets in Hamburg….

Mike Urbi

I live in Germany ^^

Weasel Breath

“very properly put together”

Sorry, but RWB are the opposite of properly put together.
Have you seen how they are made?
Poor use of tools, badly hacked body, too-large spacers, no rust prep, etc.

Here in Tokyo, they’re very much the low-end of modded cars for that reason, especially those made a few years ago.
It’s really amusing to see the hand-me-down RWBs getting extra stickers, tinted lenses, and the full diamante treatment over the last few years.

Because nothing says “track day beast” better than fake canards, and a full set of diamante gauges and badges!

Renesis

From what I read in the article, the car is a Cali driven where things like rust don’t usually occur as bad like places up north. This comes from salting the roads and whatnot. So if he lived in an area like that would make sense to be angry for no rust.

For the other’s, he does this by hand and they’re going to be times it’s cut straight and clean and others that won’t.

Brian

Agreed. If the owner likes it then great. A rip saw, self tappers, no rust treatment and plumbing silicone tho aren’t a great build. I can’t criticise if an owner wants to pay for the work but after seeing RWB conversions it isn’t “craftsman” quality and not good value.

This isn’t those cars though.

Kuroneko

Funny, I was sure I had read too this was an ‘RWB’ built by Nakai-kun? I must have misread that?

Ishac Ishac

Can you please tell the time (the year) and how the hell he was able to buy a 911 for a 2k$? a VW beelte is more expensive.
The tail seems a little out of the overall exterior design it should get something bigger, maybe in real life it doesn’t.
The best part of the build is that police officer.

He didn’t, he bought a 914 for $2,000:)

Christian Schmidt

14 years ago 930 11.000 Euros:-)

Ishac Ishac

I’ve misread that but still a good deal and it’s a Porsche.

RVAE38

I love everything about this build! Flawless execution. And there is nothing like an LS.. Happy to see it here on SH!

Justin Bolton

Very nice, work, I would like to see more detail on how the coolant lines and radiator setup are run for converting air to water cooler. I understand how the purist dislike the RWB/GMv8 stuff but one cannot argue with the execution, this machine appears really clean and well though out. Im sure the owner had a lot of internal debating before decided to go v8; Thank you for this coverage!

Jay Soh Tsu Chung

The colour scheme reminds me of the RWB Hoonigan. LOL!

Sal Molinare

Nicely done, both the car and the article.:)

Mook Genius

I guess its also a secret to how the radiator works now for the engine swap. Perhaps that would be something to go over in the article describing a car that went from air cooled to water cooled?

NACA ducts in the rear quarter ones, I would guess.

Trevor Ryan

Both those ducts in the back feed the motor itself, actually.

Mook, the original setup was a kit from Renegade Hybrids but it’s since been beefed up considerably after temps from the big motor on the track were too high. And that hole you see in the front bumper isn’t an RWB thing, it’s been added for that radiator.

Minh

Met the owner at Laguna last weekend, cool dude and was very welcoming when my brother and I walked up to see his car.

Side note: Does anyone know what Sparco seat that is? I’ve been looking for it this whole time and I can’t find it!

John Best

I’m under the impression that this swap is difficult and expensive, but I suppose if a police of all people rear end you and destroy your engine then you’re in a unique position to swap it up.

I really like the understated style of this one. The racetrack pics are getting saved lol.

WIP86

How ya gon feature a V8 RWB and not post a video so we can listen to it…..

Trevor Ryan

It does sound pretty glorious

https://www.youtube.com/watch?v=J38sT7i4Wgk

Gabriele

motore eticamente sbagliato: pesante, grosso, privo di tecnologia e per giunta raffreddato ad acqua! A questo punto sarebbe stato meglio il motore della 996…

Trevor Ryan

So you want to spend more money for less power?

matt

I do wonder what the handling balance is now like with the weight very far over the rear axle. you mentioned its not too much heavier than the original set up but it does sit twice as far out the back and twice as high up too. These older 911s were probably too biased towards oversteer as it is with the stock engine. The rear flares would actually be very necessary in this instance. I’d like to see the front fitted back with normal guards and a pair of front runners with some huge fat meats out the back and make it a drag beast. Should have no trouble wheel standing and getting rear traction.

RedSunrise

“But Kris is far too busy putting the hammer down in his C2, with a giant grin on his face, to be concerned about any of that.”

THIS is the most important thing about Cars, it does not matter if I like ir or not. This guy has an absolute blast with the car, respect for him! Not that i dont like the car, i absolutely love it!

Jack White

I don’t pay too much attention to RWB cars but don’t they usually get named? I can’t help but notice this one doesn’t have a name down the side or on a banner.

Kris

Its name is Ramune.

Seven Years at Luna

Gratitude for What We Built Together

Seven years ago, four of us set out to do something that felt obvious to patients – but oddly rare in healthcare: bring truly great physical therapy to people where they actually live.

Today, when I look back on what Luna has become, I feel a deep sense of pride – and even more gratitude.

I’m proud of what we built. I’m proud of the people who made it real. And I’m especially proud of my three co-founders:

  • Palak Shah, who set the clinical bar and helped ensure “quality at scale” wasn’t just a slogan (across 3,500 clinicians!)
  • Ryan Gaffney, who built one of the most sophisticated technology platforms in healthcare today
  • Lily Beltran, who made the operation work in the real world – day after day, market after market (55 of them!)

Luna’s story has always been about care – but also about execution. And over seven years, we proved that in-home, in-person PT can scale nationally while staying patient-first.

The simple idea that turned into a movement

The problem we wanted to solve was hiding in plain sight:

  • PT is essential to recovery, mobility, independence, and quality of life.
  • But getting to a clinic is often the hardest part – especially post-op, in pain, older, busy, or without easy transportation.
  • Virtual-only care can help some people, but it can’t replace hands-on clinical skill for many conditions.

So we built a model that respects the reality of patients’ lives: in-home, 1:1, in-person care – powered by technology that makes the experience easy to access, coordinate, and improve over time.

What we achieved together

When you’re in the day-to-day grind of building a company, you don’t always pause to absorb what the team is accomplishing. The numbers below helped me do exactly that.

We’ve delivered almost 2 million visits since launching while maintaining an NPS of 88 and 99.7% patient satisfaction. That’s not just growth. That’s trust, earned one visit at a time.

More than 20,000 physicians have referred patients to Luna – because the model works, and because the experience reduces friction for clinicians who are trying to do right by their patients. We’ve also partnered with 25 health systems to help bring that care home at scale.

And the clinician network has grown to 3,500 physical therapists, which still amazes me – because the quality bar is high, and because therapists have choices every day.

We’ve also grown to 400 corporate team members – a reflection of just how much infrastructure it takes to deliver healthcare at scale while staying personal.

One detail I love: Luna has always framed our impact in human terms – 2 million visits is approximately “100 million minutes of one-on-one care” and a visit being delivered in the home every 11 seconds. Those aren’t just metrics. They are millions of moments of someone getting back on their feet.

Culture matters – especially in healthcare

Healthcare is a mission, but it’s also a profession. The work is demanding. The emotional load is real. And the difference between “good” and “great” care is often the difference between teams that feel supported and teams that feel stretched.

One of the things I’m proudest of is that Luna didn’t just scale visits – we worked hard to scale the culture that makes great care possible. That showed up publicly in a meaningful way.

I’m grateful I got to build alongside my co-founders and the whole team. And I’m grateful to every clinician, operator, engineer, Concierge team member, partner, and leader who carried the mission forward. We truly had (and have!) the best team in healthcare.

Two recognitions that meant a lot to me

1) Forbes – America’s Best Startup Employers (2024 and 2025)
Luna was recognized by Forbes as a top-rated employer in its list of America’s Best Startup Employers for 2024 and 2025. Luna’s announcement states the company ranked #61 overall, #1 in musculoskeletal care, and #3 across healthcare. (read more)

Employer recognition like this signals something important: the people building the system believe in it, too.

2) Fast Company – World’s Most Innovative Companies (Healthcare, 2024)
Luna was also named by Fast Company among the World’s Most Innovative Companies in healthcare for 2024, ranking #13 in the healthcare category. (read more)

That one hit me because “innovation” in healthcare is often code for novelty. What mattered here was innovation in service of outcomes – making high-quality care more accessible, more coordinated, and more human.

The bigger picture: Care is moving to the home

Luna’s success isn’t happening in a vacuum. Patients want convenience, but more importantly they want outcomes – and home-based care removes barriers that have nothing to do with clinical need and everything to do with logistics.

Over seven years, Luna helped prove something I believe will define the next era of healthcare delivery: The home is becoming a primary site of care.

And when you combine hands-on clinical expertise with thoughtful operations and enabling technology, you can deliver something that feels both modern and deeply personal.

Thank you to everyone who makes Luna real

If you are a patient, a clinician, a physician, a health system partner, or a teammate – thank you. You are the story.

The work isn’t finished. Demand for high-quality care at home will only grow, and I’m excited to see Luna continue to raise the bar – for patients, for therapists, and for our health system partners that rely on them.

I’m proud of what we built, and I’m proud of the example we set – showing that you can scale healthcare while keeping the patient at the center and respecting the clinicians who do the work. Seven years in, I’m still grateful we said yes to the hard path. Because it mattered – and it still does.

If you need physical therapy, please consider Luna.

Marc Chagall in Vienna

Some of the great pieces on display.

Marc Chagall is considered one of the masters. The Albertina in Vienna is showing one of the most impressive collections ever put on display (until Feb 2025). Over 100 of his works can be seen, and it really is incredible.

My photos above don’t do the works justice. His recurring themes include birth, death, daily life in his village (he actually moved around surprisingly a lot in his life, but painted a lot about his early life), religion, and love. The colors and palette are instantly recognizable.

It was great to see over the Xmas break in Vienna.

Clearing the Air

I want to take a moment to clear up something that has been greatly misunderstood. In 2016, a harassment claim was made against me at BetterWorks. The company took the claim seriously and promptly launched an independent investigation, bringing in an outside investigator who interviewed more than 15 people at the company. After a thorough review, the investigation concluded that there was no wrongdoing by me or the company, that “no harassment, no sexual harassment, nor any assault or sexual assault occurred”, “no discrimination occurred”, and “no company policies were violated.”

The claim was dismissed, and no action was taken against me by the Board of Directors – who at the time included Shona Brown, the head of HR at Google.

A year later, in 2017, the same former employee filed a very public lawsuit against me and BetterWorks. Because of the high-profile investors involved, the lawsuit received significant negative media attention. I continued as CEO for a year after the initial claim was investigated and resolved, but when the lawsuit brought so much press attention and distraction, it became increasingly difficult to remain in the role. As a result, I stepped down as CEO in 2017 after helping find my replacement. The lawsuit was later withdrawn and dismissed after an insurance payment was made.

People that know me know that I care deeply about women’s issues, and that I advocate for supporting as diverse and rich an environment for driving business results as possible. I spent many years, most recently at BetterWorks, creating an open, collaborative, diverse, inclusive, respectful, considerate, and flat organization. I am proud of so many aspects of BetterWorks, including the fact that 46% of our managers were female at the time (it has been 8 years now since I was there).

Despite these facts, the way the story was reported left many with the wrong impression. I know how easily things can be misinterpreted, and I’m sorry if anyone was confused or upset or angered by what they’ve read and what was reported. I also want to acknowledge the team at BetterWorks, who had to navigate a prolonged period of disruption because of this. I’m sorry for the challenges this created and appreciate those who have taken the time to understand the full picture.

Here is a letter from the Board of Directors addressed to me at that time: BetterWorks Board of Directors Letter

Blowout at 150 mph

Running hot laps at Circuit of the Americas in Q4 2024 led to a blow out at 150 mph on the back straight. Luckily, it was a rear tire that failed vs a front tire which would have been lot more hectic. Came to a stop fairly quickly after hearing lots of loud crunching noises (the tires have embedded wires that are spinning at considerable speeds that literally tear up the fiberglass rear quarter). See pic below…

What the car is supposed to look like…

So how to fix this situation? The fenders are made by RWB in Japan and are 10 years old. After contacting Nakai-san, it turns out the mold for these fenders burned in a fire and they don’t make them anymore. All that can be done is buying 4 new fenders that have a similar, but not exact, style.

So… let’s do a 3d printing project to make a new fender, using the good side!

Scanning the left fender to make a right fender model…

The next steps are to get this new fender printed. The plan is to lay fiberglass on the outside of the fender (1mm of the surface has been removed in the model) and also lay fiberglass on the inside of the fender. The reasoning here is that this “sandwich” approach will give the fender the best strength, and also keep it heat resistant. Its definitely better than simply having a 3d printed fender without the fiberglass reinforcement as those have been known to melt or crack with just sun exposure.

Will post the finish product here as it develops… stay tuned.

The Performance Management Wars Have Started… who will win?

I’ve been getting quite a few calls lately from investors and analysts that track the Performance Management space. It seems as though the performance management wars are starting to heat up, given all the focus and attention on frequent goal setting, real-time feedback, and being agile with one’s workforce. I imagine COVID is actually accelerating adoption of these services, given the need to effectively manage a remote workforce.

Back in 2016, I trademarked the term “Continuous Performance Management” to capture this concept as the founding CEO of Betterworks. Additionally, it’s clear the work that John Doerr and I have done to advance awareness of OKRs has also catapulted this modern approach to performance management.

Companies that are still setting annual goals, in a non-collaborative manner, and entirely tied to compensation (without stretch goal setting) are being outperformed by those that review and set goals quarterly, share and discuss goal performance up and down and across the organization, and practice more frequent rounds of feedback collection — all for the purposes of maximizing learning, adaptability, and speed of execution.

I usually don’t share these types of predictions, but given a select group of companies are advancing this category, I thought it would be interesting to capture their strengths/gaps, and also document possible exit scenarios for these startups. Note that I am a largish shareholder in Betterworks so this is just my opinion and is probably biased.

1

Betterworks is considered the true innovator in this field. We wrote the book on OKRs, literally. Betterworks also offers CFRs (Conversations, Feedback, and Recognition). Given our deep focus on engineering and product/product design, I would say the product is the strongest in the category. The service integrates with Salesforce, Jira, and many other systems for collecting operational data. Betterworks also has a seasoned CEO that I helped recruit and hire, Doug Dennerline.

2

Lattice is the new kid on the block. They are pretty hip, and work with a lot of startups (Reddit, Asana, etc.). Their product is more small business oriented, and I don’t think they exude a lot of “enterprise DNA”. Their goals product is simple and they focus on basic features that are easy to use. I bet their low friction approach to sales has been quite effective for them. I’m surprised by the way that Doug Dennerline hasn’t enforced the Continuous Performance Management trademark that Betterworks owns against them given that Lattice is really pushing the CPM message on their site.

3

Reflektive came out of the gate strong, but has been wavering lately. They have a great CEO (I worked alongside Greg Brown years ago at WebEx) but it may be a case of “too little too late”. Their focus on real-time feedback was considered innovative but their lack of focus on goals really hurt their ability to deliver a complete solution. I do think they have some enterprise chops, and they do have great backers (Andreesen early, Lightspeed). Also, fun fact, Greg Brown was a few levels below Doug Dennerline back at WebEx when we all worked there – small world!

4

WorkBoard is the surprise in this list. Their product is likely the weakest of the group (and certainly the least cool), and started out around tasks and apparently pivoted, but they have one saving grace – a partnership with Workday. I think Workday made a mistake in partnering here, but who knows – maybe they wanted to fill a very specific need. Workday’s approach to performance management is very traditional and even at Betterworks, we were able to engage Workday customers frequently with our solution as a compelling add-on. WorkBoard of late has seriously gotten onto the OKR bandwagon, copying a lot of Betterworks.

So summary and prediction time… here’s my take:

Strengths Gaps Kris’ Guesstimate Exit (what happens next)
Betterworks Product design and experience, deep goals feature set including integrations,  category innovator Less small business friendly, more for organizations >100 employees Purchased by SAP – SAP has the weakest goal setting of the large players and need some innovation to compete with Workday
Lattice Small business focus, easy to use Enterprise DNA Purchased by Asana or possibly Atlassian
Reflektive Focus on real-time feedback Goal setting Not sure
WorkBoard Partnership with Workday Product is the weakest of the group Purchased by Workday (Workday has weak performance management too)

You’ll notice I left out two major SaaS platform companies – Salesforce and Oracle.

Salesforce already bought Rypple a long time ago and had issues integrating it into their stack. Rypple was more about badging and recognition, but it had some cool features for goal setting and feedback. Salesforce renamed it to work.com, but ended up sunsetting the feature set after it unsuccessfully tried to reposition it as a sales incentive system to recognize salesreps for using the Salesforce system (and performing in their sales roles). Fun fact… Work.com actually just turned into a new service from Marc Benioff to enable remote, COVID-era work. I don’t think Marc will want to take a second pass at the goal setting world, however his focus on goal setting as a leader (V2MOM) is very well respected in the industry.

While Oracle needs more innovation in its business application stack, I don’t consider them to be a leader in this area and certainly in HR, I think they have been relegated to a deep follower behind Workday.  They may end up purchasing some capabilities in this category but my guess is it won’t be big news.

Should be a fun 12-24 months…. can’t wait to see what’s next in the industry!

 

 

My OKR Journey – Why Goals Matter

I was born into a goal-oriented family in Australia, the first of two children. When I was five years old, my dad took a job in the chemical industry and moved us to Houston, Texas, where he saw more opportunity. He started his own chemical firm, then sold it to a public company. Our dinner table talk was about work and ideas, building and creating–the challenges of running and leading a business. From a very young age, I was inspired to be an entrepreneur.

By age 29, I’d worked at more than half a dozen early-stage startups in and around Silicon Valley. I’d seen a few successes and my share of flat-lined failures, but all of them had one thing in common: a vague sense of direction. Companies in the Valley, it’s often said, succeed in spite of their management. They’re like rocket ships punching through the atmosphere into orbit, even with the drag of unfocused leadership. Which made me wonder: What if you combined a big market opportunity with disciplined execution? Wouldn’t you grow even faster?

For the flameouts, the ones that failed to achieve orbit or even make it off the launchpad, there was a common fatal flaw. When startups have poorly defined goals, they flail in too many directions at once. They waste precious calories without a plan to monetize their users into a sustainable profit stream. Meanwhile, their capital gets drained twice a month for their biggest expense: their people. Next thing you know, their seed funding is depleted. At cash zero day, they’re done.

I needed management experience in a larger, more established organization, even if it meant starting at the bottom. In 2003, I was hired as a sales rep at WebEx, a web-conferencing firm with 300 employees. I planned to put in three years and then leverage my seasoning into a successful startup.

I stayed three years and a half. I was named rep of the year, and then manager of the year, and by the time I left I was running the enterprise sales team. But my biggest takeaway from WebEx was something unexpected. My boss and the head of sales, a laser-focused leader named David Berman, came from ADP, the much larger payroll and benefits management company. He brought in a system called “Gs & Cs,” or goals and controls. Your goals were what you planned to achieve each quarter. Your “controls” (admittedly not the best word choice) were how you’d follow through to get there.

I didn’t yet know it, but I was about to be schooled in the fundamentals of OKRs. Dave’s system built in clear expectations, open communication, measured outputs, and alignment up and down the line. Goals and controls were objectives and key results by another name. The core concepts were identical.

In traditional business environments, goals are set once a year as top-down mandates. They give short shrift to the what and ignore the how. With no upfront understanding of why an objective matters or how best to reach it, people’s tactics will be disorganized or flat-out wrong. Employees can be dancing as fast as they can—and still be out of step with the organizational band.

At WebEx, only management engaged in structured goal-setting. It wasn’t pushed to individual salespeople; it wasn’t super-transparent. We used old-world PowerPoint slides, making it cumbersome to share what we were doing. But Dave was brilliant at focusing the sales team with holistic thinking and concrete, collaborative goals. His system penetrated every function of our department, from hiring to leadership development, and went light years beyond basic sales quotas. Dave encouraged us to base our goals on inputs: “Open the healthcare sector market”; “Launch an upsell process for existing customers.” In turn, each objective was tied to several quantitative “controls,” which linked to output. That two-sided approach made all the difference.

Everybody could see that Dave was running a more accountable, goal-oriented operation than the rest of WebEx. We had tremendous internal buy-in and results to match. But with other departments resisting Dave’s approach, our sales organization became a silo in a sea of silos, with no strategic cross-alignment. We no longer spoke the same language. I’ll never forget when someone in marketing told me, “This is just a regular day for us. There’s nothing special about it.” It was the last day of the quarter, which sales treated like D-Day. I was shocked.

Dave’s system just seemed like common sense to me, and I took to it like a pit bull to a pork chop. Why wouldn’t you write down your goals and share them with everybody in the organization? Why wouldn’t you measure what you wanted to accomplish?

People can be really busy—with emails, conference calls, instant messages, meeting requests—without doing anything. They get lost in the weeds; they can’t see that they’re running in place. To determine who is really moving the performance needle, companies need reality checks. They need unfudgable data to measure the what and the how, to see who’s aligned with the big-picture objectives–and to keep them there. Is Charlie spinning his wheels? Is Susan grinding like crazy but counterproductively? What if they had tools to track progress? How much more productive and empowered would they be?

I find hard data exciting. (If I weren’t in technology, my dream job would be running a factory.) Granted, knowledge workers aren’t widgets on a conveyor belt. Still, there’s a lot we can learn from the operational side, where output isn’t up for interpretation. How many hours does the sales team need to invest for each customer success? How many marketing dollars do we need to support each salesperson? What do the numbers and ratios show us? Without data, management is guesswork–we’re left in the dark.

Thinking Like a CEO

After WebEx, I used a quarterly goal-setting cadence everywhere I went, from Palantir to Socialtext. In 2010, I co-founded a software company called Badgeville, which used gamification techniques to enhance customers’ brand loyalty. In my first stint as a CEO, I set quarterly goals from the start, even in our startup whirl for survival. I grafted them into every department, into every level. I wanted to guarantee that everyone knew the three to five things they were doing to have real impact on the company. (More than five goals spread people too thin, but one or two seemed too few, especially with higher-risk projects that might hit a wall mid-quarter.)

At successful startups, each individual contributor is enabled to think like an owner. I tried to nurture that mentality at Badgeville–not just with stock options, but with an accountable, teamfirst, high-freedom environment. As we taught people to create their own goals and find the best way to reach them, they stopped thinking like employees. They began asking big-picture questions: What am I working toward? What do I need to deliver for us? Owners feel that extra obligation in their bones, and it goes way beyond checking off a list of tasks.

Everybody at Badgeville was CEO of something, with full responsibility for their domain. Say you’re the CEO of product documentation; you own it. If you don’t set ambitious objectives, would the work get done? Probably, because products need to be documented at some point. But are you pushing to create a new process to make our publishing more efficient? Are you seeking a way to drive maximum value? Owners take those initiatives as their personal priorities.

Though Badgeville became the market leader in its space, our manual goal-setting process required too much effort. We were hamstrung by PowerPoint and Excel. People uploaded their goals on a Salesforce Chatter wall (a company intranet with employee profile pages), but soon forgot them. All the most important things they were supposed to be doing—gone! Then they’d remember two weeks before the end of the quarter and scramble to get everything done, with predictable inefficiency and slippage.

Making matters worse, our goals were pretty much invisible. If you cared enough, you could dig up your colleagues’ objectives and see how they were doing. But though our goals were nominally public, PowerPoint made it difficult to find them, or even to update our own progress. Slides were cluttered with tangles of goals and controls. Information got buried in sub-sub-folders. People can’t see what they can’t reach.

Like many companies, we tried to modify our goal setting process to meet our needs. We used traffic light symbols to indicate progress: green for on track; yellow for at risk; red for failing. But these gauges were subjective. Since “controls” weren’t pre-negotiated, an individual might say, “I’ve only made two of ten cold calls, but that feels yellow to me.” I had no way to tell whether the goals managed up to me were in sync with what people were managing down.

Organizations drift out of alignment for a lot of reasons: emotional, political, technical. Despite our best intentions, our goal-setting process wasn’t transparent or accountable. It definitely wasn’t agile. The process had transformative potential, but the facilitation was just too crude. It was like trimming your hedges with a sledgehammer. Swing as hard and as long as you liked, it was still the wrong tool for the job.

By 2013, when we reached 100 employees and three layers of direct reports, I knew we needed more structure and support. I scoured the web for a better goal-setting solution, but came up empty. The system was broken, and we seemed to be stuck.

Fitbit Epiphany

In our office was on the bay in Redwood City, a couple miles north of Palo Alto, I had a nice view of the water from my second-floor window. One fall day, a little after noon, I glanced into the outer office and noticed a bunch of empty desks. The place seemed half-deserted. I went to the window and looked outside. That’s when I saw them—20 or more of our people, in groups of two or three or four, walking around our building. Some forged ahead in straight lines. Others were milling sort of aimlessly. A few minutes later, in the hallway, I bumped into a middle-aged game designer named Steve Sims. Steve was terrifically likable and optimistic, with a special interest in the psychology of behavior. He wasn’t a fitness buff, just a regular guy.

I said, “Steve, what’s going on? Why is everybody out walking?” And he said, “Oh, I’m on the Fitbit thing.” He showed me the strap on his wrist. “I’ve decided that every day going forward, I’m walking 10,000 steps. You should try it!”

I’d heard that some or our people had set up a Fitbit step challenge, and then it slipped my mind. Fitbit sounded like a high-priced digital pedometer, and I didn’t see much point to it. But once I saw half our staff competing week to week in a friendly but spirited way, I got intrigued.

So I tried it, and it took me one day to get hooked. Fitbit was a lot more than a pedometer; it was a new social network. Soon colleagues were “cheering” or “nudging” me on a regular basis— more nudging at the start, when I barely logged 5,000 steps a day. But it was all in good humor, and I found it wildly engaging. I loved the continuous feedback, the clear and transparent measurements. Most of all, I got a kick out of my steady progress. Wow, I thought, this is really powerful.

If there was a genesis moment for BetterWorks, that was it. I’m about as competitive as the next entrepreneur. When I saw how much walking my colleagues were doing, I felt motivated to match them—I wanted to get healthier, too. The cheers and nudges, amplified on Facebook, egged me on. Within a week I was up to 10,000 steps a day, Fitbit’s default setting. I was checking my progress in steps and burned calories every hour. (Never underestimate the power of progress bars–it’s almost Pavlovian.)

A week or so later, I left on a business trip to London and Amsterdam and a few other cities. My meetings would be spread out around town, and I stopped taking taxis. I built to 18,000, 20,000, even 25,000 steps per day–a calorie bonfire! Five thousand miles away, Badgeville cheered me on over the network, spurring me to more success—a virtuous circle, for sure. (The exception was the person who accused me of strapping my Fitbit to a dog. For the record, it wasn’t true. My dog was at home.)

Back in the Bay Area, I felt disappointed whenever I fell short of 10,000 steps. I wasn’t reaching my potential. Worse, I was letting down my Fitbit cohort. We’d entered a kind of social contract; we’d grown mutually accountable. Encouraged by my colleagues to get back in the saddle, I lost 10 pounds and felt more vital at work. It’s well established that wellness enhances productivity. I’d noticed more laughing at Badgeville, more energy, an upbeat vibe. And I thought: How could a social platform make our goal system more transparent and compelling? Why wasn’t there a Fitbit to help people “win” at work?

When I couldn’t find a good answer, I decided to create one.

Game-Changer

In September 2013, I left Badgeville and we incorporated BetterWorks. We had three people, two desks, and a shared office space. Plus one very ambitious mission: to help companies use collaborative goal-setting to drive engagement and performance.

Our first job was to size up the market: What was already out there? I found two cloudbased enterprise systems that built software for work processes, mainly in human resources. Both were trapped in HR org charts and old-world permissioning. Goals were private, non-collaborative, and driven exclusively from the top down. And there was no way to measure progress.

In the fourth quarter of 2013, my kickoff OKR for BetterWorks was to explore the market for a better goal-setting system. One key result was to “meet with 30 larger prospects to learn about goals and progress.” After more than 80 mostly cold calls, we got 37 meetings. We had met our objective; the market opportunity was real. There were so many companies that aspired to excel but knew they needed a better software platform. We brought on a handful of strategic customers as initial deployments to jump-start our company.

One day in November, I entered a small conference room at Kleiner Perkins. (I didn’t know it then, but it was the same room where Larry Page and Sergey Brin made their famous pitch, 14 years earlier.) I was booked to see Bing Gordon, the firm’s general partner and chief product officer. Before going into venture capital, Bing was a creative force at Electronic Arts, the number-one gaming company. Though he’d passed on investing in Badgeville, I had a feeling we’d work together one day. Thanks to Joe Lonsdale, the Palantir co-founder, BetterWorks had already raised $2 million of our $2.5 million seed round. I thought Kleiner might come in for a couple hundred thousand dollars, a small bet for them, if only for the option to invest more in the future. But that’s not why I wanted to meet with Bing. Mainly I wanted his take on our concept; he’s a guy who puts a fresh light on things.

“So show me what you’re working on,” Bing said. I launched into my pitch—Fitbit for the workplace—and took Bing on a spin of our prototype. Despite its limited functionality, the demo conveyed what we were about. It showed how users could create public, measurable goals and related “milestones,” then “check in” to record real-time progress and make sure the work stayed on track. Bing leaned in toward my laptop. Ten minutes in, he held up his hand and asked me to stop. “We need to show this to John Doerr,” he said.

Bing went next door and grabbed his partner, who took a seat on the couch. We’d never met, though I knew of John’s investments in Google and Amazon and other iconic companies. “Show him what you showed me,” Bing said. So I started again from the top. To be honest, I wasn’t familiar with the Andy Grove legacy or objectives and key results, per se. Our mission statement at BetterWorks was to modernize “goals” and “milestones.” But that didn’t faze John. (He probably figured he’d win me over to OKRs soon enough.) When I finished, he jumped to his feet and said, “Why didn’t we think of this?” Then he said, “I want you to come back tomorrow and meet with the rest of our team.”

That was more than I could have hoped for. The next day we convened in a larger room with ten people. I went longer, about 45 minutes. The partners asked some tough questions and thanked me for coming in. (They never give you an answer at the pitch meeting.) But later John called to meet the next morning at Il Fornaio in Palo Alto, where half of Silicon Valley has breakfast.

Kleiner Perkins is one of a handful of elite VC firms in the startup world. When you walk into Il Fornaio with a senior partner, all eyes are on you. I hadn’t worked with a top-tier outfit before, and it was heady stuff. John didn’t hold me in suspense. As soon as we ordered (medium poached eggs on toast for me, oatmeal and mixed berries for John), he said, “I’ve got some good news for you.” He slid a term sheet across the table. The first line blew me away: The amount that we’d like to invest is $15 million….

“We’re going all the way on your idea—we love it,” John said. “And Bing and I want to show you just how serious we are.” Even adjusting for inflation, it was John’s largest series A investment since Google. I was flattered and shocked, hardly knew what to say. John talked about his passion for OKRs, how he’d brought them to dozens of companies since leaving Intel. And how we could be the vehicle to drive adoption worldwide.

That was a game-changing moment for BetterWorks. Kleiner’s vote of confidence would finance two full years of operations. We could leapfrog the bootstrapping stage and think bigger than before: more engineers, a larger space. We’d also be facing new pressures. John didn’t have to tell me that he and his partners expected our company’s valuation to continue to grow. Ready or not, we were in the big leagues.

But we wouldn’t face those pressures alone. A second page was attached to the term sheet: “Seven Kleiner Perkins Commitments to Help BetterWorks Win—Big!” It was a menu of how’s, in specific, measurable detail: “Recruit Great Talent,” “Open and Help Close Defining Accounts,” “Help Establish Market Leadership,” and so on. In less than 24 hours, they had drafted the ultimate OKR to grow our company.

In the Valley, lots of entrepreneurs shop term sheets around, to see what other firms might offer. But I wasn’t shopping this one. I knew I’d found the perfect partner.

Colin’s Home Run for OKRs

As a husband and father of two boys, I’ve encouraged my family to incorporate structured goal-setting into their own lives. Two summers ago, my older son, Colin, was 13 years old and struggling in transition from Little League to Babe Ruth ball, the next step up. He’s a great team player, thoughtful and considerate, with a high baseball IQ—he understands the mechanics of the game. But he was one of the younger kids on his squad, and didn’t yet have the core strength and coordination of some of his teammates. There’s a lot of uneven development at that age.

In Babe Ruth, they put the biggest, strongest athletes on the mound. There’s more scrutiny than in Little League, and real crowds. Colin’s strong fielding kept him in the lineup, but he wasn’t getting hits. All the players track their batting averages, and I could tell my son was frustrated when he couldn’t come through for his team.

As I’ve said, we’re a goal-friendly household. I set OKRs to spend more time with my family. My wife, Leah, has used them for home projects. Our younger son, Aidan, has set and met objectives to master the trumpet and make new friends. When assessing key results within the family, we use emoticons instead of a one-to-ten scoring format. At quarter’s end, we sit down together and rate our performance on each objective: smiley face, neutral face, sad face.

Early that summer, Colin declared a new goal, something he’d never yet done in organized ball: “I’m going to hit a homerun!” He came up with his own key results. Since he’d already tried extra batting practice and it hadn’t helped, Colin chose to focus on outputs over inputs.

Objective
Hit the ball over the fence.

Key Results
Hit the ball to the outfield; Hit the ball to the warning track; Hit the ball over the fence.

Maybe those incremental targets helped Colin relax at the plate. Maybe he stopped trying or swinging too hard. A game or two later, my son hit a fly ball to medium-right field. A game or two after that, he drove it to the warning track in left. While he didn’t celebrate those milestones (they were still outs, after all), he carefully checked each one into his iPhone. I could see his satisfaction in making progress and hitting his marks.

The payoff came mid-season. With two on and one out, Colin took a sweet, measured swing and rocketed the ball over the right-field wall. His home run didn’t clinch the pennant, or even the ballgame, but it was special to my son. He’d delivered on a challenging objective that he’d aspired to and planned for and charted. Tracking his performance—just as I’d built up my steps on Fitbit— made the achievement even more meaningful. Measuring made it more real.

For me, the best part was when Colin rounded third base. He threw his arms up in jubilation and shouted to the crowd, “I’m checking this in!” I cannot tell you what a gratifying moment that was for me. It showed how OKRs drive results for the team and the individual’s sense of purpose, all at once.

Betterworks wins Top 25 HR Apps of 2020

Congrats to the team at Betterworks for their big win. Its a great accomplishment! Product and design were always the focus from the founding team, and I am proud to have been part of the journey.

https://www.thesoftwarereport.com/the-25-best-hr-software-of-2020/

Betterworks provides HR software to align, develop and activate company workforces for business growth. Its technology replaces outdated annual review processes with powerful Continuous Performance Management programs. These programs enable managers to coordinate goal alignment, feedback, coaching and development conversations necessary to inspire and motivate the entire workforce. The Company was founded in 2013 and is located in Redwood City, CA. It announced a Series B investment in 2019 bringing its total funding to more than $65 million – key investors include Emergence Capital and Kleiner Perkins. The investment will be used to maintain the pace of product innovation and to capitalize on accelerated sales momentum within enterprise organizations.

Keep up the great work!

Oh Hawaii!

Super quick post… had a blast with the family on the Big Island. I love the Big Island because of its volcanic beauty, Mars-like landscapes, and numerous micro-climates.

We did some great diving on this trip…

Dolphins running with us on the side of the boat:

White tip shark at ~50 feet: (Colin shows up at the end of this clip)

Aidan watching a Manta ray fly in a night dive:

What a way to spend a week!