Six packages, each launched with a community call rather than a post. Features ship continuously behind flags; the community hears about a coherent set of capabilities at a launch moment.
Launch day is a Wednesday. Phase lengths are fixed: Scope 3 days, FM + Coach tests 3 days, a 2 day calibration window, then release prep 2 days — 16 days from Scope opening to launch. Changing the cadence does not shorten a phase, it changes how much consecutive cycles overlap and how often the front mentors are on a call.
Every package runs the same cycle. The grey band is build: it runs underneath from Scope through calibration, pauses for release prep and launch day, then resumes across the whole measure window. Hollow rings are the weekly community calls through the first month. Hover any segment for its dates.
One package, to scale in days. Launch day is a Wednesday. Build runs underneath through Scope, FM + Coach tests and calibration, pauses for release prep and launch day, then resumes for the full measure window. Stage names, previously Shape, Prove, Fix, Prepare and Land: Scope, FM + Coach tests, calibration, release prep, launch, measure.
If a package cannot be described in one sentence a creator understands, it is a list, not a package.
The same countdown runs for every package. Dates below are computed from the launch dates on the Plan tab, so they move if the anchor moves. Owners are the person accountable, not everyone involved.
Two kinds of call, on one standing weekly slot.
This is not the build process. Build is continuous and flag-gated; the SOP is what turns finished code into a launched package. Each phase has one exit gate — if the gate isn't met, the launch moves, not the standard.
Computed from the launch date and cadence above. FM + Coach tests is the first thing a compressed cadence eats.
Dates are computed from the launch each one gates. Three block the most expensive packages, and none are engineering problems.
One outcome, fixed from the start, measurable from P1, and never redefined. It comes from the UGCMA income research rather than from the product team, and it is the number Creator Office exists to move.
Six numbers, stable across the whole roadmap. Two are frozen: their definition never changes, so they give one continuous series from P1 to P6. Four sharpen as the stage proxies below sharpen, so every reported value carries the proxy version it was measured under.
| KPI | What it counts | Available from | Definition status |
|---|---|---|---|
| Revenue processed | Value of invoices paid through the product in the last 30 days. | P1 | ✓ frozen Never redefined. One continuous series. |
| Time to first paid deal | Median months from access granted to the first paid deal recorded in the product, per cohort. | P1 | ✓ frozen The north star, at cohort level. |
| Activation rate | Share of students granted access who meet the stage activation bar within 30 days. | P1 | Sharpens with the proxy Version stamp required on every value. |
| Time to value | Median days from access granted to meeting the activation bar. | P1 | Sharpens with the proxy Derived from the activation definition, so it inherits its proxy. |
| Weekly engaged rate | Share of activated students meeting the stage engagement bar in a given week. | P1 | Sharpens with the proxy Version stamp required on every value. |
| Four week retention | Share of activated students still meeting the engagement bar in week 4 after activation. | P1, readable from P2 | Sharpens with the proxy Survival of the engagement definition, so it inherits its proxy. |
These are not six competing definitions. They are one target definition approximated with the features that exist at each stage, getting closer to the real thing as more lands. Read every row as "how we approximate this at P1", not "what activation means at P1".
Gaps in the current set, listed so they are visible rather than assumed handled.
| Gap | Why it matters | Owner |
|---|---|---|
| Coach and business side metrics | Nothing here measures the coach surface. Matteo raised whether goal tracking can be replicated per coach at mass market scale, which implies a coach facing surface that is neither built nor defined. Until it is scoped, P5 has no coach side measure and should not be assumed to. | Matteo |
| Segment splits | The team agreed students and independent UGC creators need different engagement approaches. Every number above is currently a single blended figure, which will hide that difference. | Jose |
| Brand Deal Center overlap | BDC merges into Creator Office at P1. Whether BDC activity counts toward these definitions is undecided, and it changes every denominator. | Jose |
On accuracy of the timeline. This page is rendered from a small set of hand built components, so phase blocks and build bands can sit a day or two off where the underlying dates actually fall, particularly at the edges of a cycle. Read it for shape and sequence rather than for exact placement. The phase dates table carries the real dates, and the Miro board is the source of truth for the cycle itself.
Four calls were made in this draft pending your confirmation: FM + Coach tests gate launch (a finding holds the launch); go/no-go is five narrow vetoes rather than one broad sign-off, with silence as consent; the success measure is chosen at Scope, not looked up afterwards; and support articles go live before launch, which puts the support centre on P1's critical path. The ClickUp board still shows the old weekly structure and is stale by design — restructure once Matteo signs off. Dev-day figures are slice-level estimates; capacity assumed at 10 dev-days per week.