How Saffron Edge used JOP to Boost its Revenue by 75%?

28 September 2022

2 min

Digital Marketing Agency


Location: New Jersey, US & New Delhi, India

Industry – IT & Services
Saffron Edge, based in New Jersey, USA, has been the digital marketing partner of various companies globally in diverse industries for more than 14 years.
It is a profitable business. Since their inception, they have delivered over 1500 successful projects and have a 99% client success rate.
Despite this, they had identified productivity issues among their teams and noted that their culture did not support transparency in company goals and priority projects.
These issues limit their teams’ potential and act as barriers to productivity and further business growth.
Feeling the need for professional guidance, the company’s CEO, Vibhu Satpaul, approached JOP and discussed Saffron Edge’s situation and specific issues in detail.
Since implementing JOP, Vibhu acknowledged that they have successfully increased its revenue by 75% in the last financial year.

Before OKRs, it felt like, ‘Yeah, we have a mission, but how do we make it a part of our everyday work? It was a major challenge. Now I understand that we’re not just working for the sake of working; we’re working with a purpose.” We sit down each quarter to define our OKRs. Our mission is right there in the middle, directing the team’s daily work. I’ve seen how our OKRs help us prioritize the right projects, measure progress, and make smart decisions. And I must thank JOP for making the OKR adoption smoother and simpler. Arvind guided me and the team pretty well.

Vibhu Satpaul
CEO of Saffron Edge


  • Unable to track business progress in one place

Saffron Edge’s growing number of projects made it challenging for the teams to track progress and align their daily work and initiatives with their overall project requirements and company goals.
For business visibility, they were dependent on different sheets generated by different teams and a project management tool.
They still lacked the meaningful individual, team, and company-level objectives that would help them see the business progress in one place.
The lack of transparent business progress monitoring led to confusion, and the team members usually found it difficult to work in sync and have definite responsibilities on their minds all the time.
This made decision-making less effective and slow for managers, and hence, they delayed projects.

  • Lack of clarity in roles and responsibilities

Saffron Edge had a task management system in place, but team members’ roles and responsibilities were not well-defined or meaningful.
Before JOP came into the picture, their team members lacked a sense of purpose and direction because they didn’t understand how their roles contributed to the team’s and the company’s overall success.
As a result, team members frequently felt disorganized, resulting in inefficiencies in team coordination.
Even more importantly, they could not grow in their roles because they lacked self-evaluation mechanisms.
It was difficult for team members to identify their own strengths and improvement areas.

  • Required an agile goal-setting framework

Saffron Edge frequently struggled to unite team members around rapidly changing business objectives and priorities.
This challenge created uncertainty among employees about how their roles contributed to the overall company goals.
Each team member had a unique understanding of the project’s objectives, resulting in diluted efforts and potential missed opportunities.

  • Lack of focus on business priorities

Managers usually spend a lot of time figuring out where the issues lie and what problem to solve first.
With multiple projects, team members and managers faced difficulties prioritizing tasks and allocating resources effectively.
Team members frequently became overly involved in day-to-day tasks, losing sight of the big picture and strategic goals and priorities.
As a result, some critical projects suffered setbacks, reducing overall productivity and threatening client satisfaction.

  • HR lacked an efficient way to collate employee performance data

Saffron Edge experienced significant time lags in gathering critical employee performance metrics. The lack of a unified platform hampered HR’s ability to manage employee goals holistically, assess performance, and provide timely feedback.
They were losing valuable hours on manual data collection that could have been spent on strategic decision-making and employee development.


Saffron Edge’s CEO, Vibhu, reached out to JOP, and he then had a quick call with Arvind, JOP’s OKR Coach, to discuss the main challenges they are facing and if JOP’s platform and solutions could help his company.
This was a common case for JOP, where the client organization was completely new to the OKR framework.

  • Buy-in to the new way of working

OKRs are a way of setting goals and tracking progress, and they only work if everyone is committed to them.
They enable cross-team collaboration and accountability among the team. This makes teamwork and the involvement of the team in the goal-setting process necessary.
JOP kicked off their journey with Saffron Edge by talking to all the leaders in one meeting. t’s imperative to get the leaders’ buy-in on any new methodology the organization is going to use.
JOP’s OKR Coach led the meetings. After the leaders were convinced of the OKR methodology, they gathered their team members, communicated the current challenges and management changes they were going to implement, and asked for their opinions.

  • Effective goal-setting and establishing team alignment

Saffron Edge was already using an efficient task-management tool. It was great, and the team found it easy to use.
But to solve the challenge of work and role clarity and team alignment on the priority tasks and goals in a quarter, they needed a different solution.
Vibhu and the team leaders sat down with JOP’s OKR Coach for a few brainstorming sessions to figure out the core company goals and priorities.
They studied their whole business situation, including the SWOT analysis and micro aspects like time taken to complete specific tasks.
Based on Saffron Edge’s characteristics and business, Arvind helped the leadership decide on the company-level OKRs.
These OKRs acted like a North Star for the whole team, and they could then align their individual and team goals with them.
Arvind was able to guide the Saffron Edge leaders to adopt an effective plan for training the team members on creating OKRs and following the best OKR practices.
He also helped the Saffron Edge team decide on the OKR Champions. They picked Aditya Kumar, the Digital Marketing head, as their OKR Champion.
The OKR Champion’s job is to drive OKRs successfully in a team.

  • Dynamic goal management and setting up for more focus in the day-to-day

With a transparent and agile goal-setting approach in place, the agency was able to successfully align each team member’s objectives with the company’s dynamic goals.
Employees gained a stronger sense of purpose as there is a clear connection between personal goals and organizational priorities.
BAU tasks are no longer isolated but are inseparably linked to overarching business priorities.
JOP’s collaborative features make day-to-day cross-functional coordination easier, allowing teams to focus on critical projects and allocate resources more effectively.

  • A centralized platform to manage employee goals and performance

Through JOP, Saffron Edge now successfully centralizes employee goals, performance reviews, and feedback channels.
This digital transformation made it possible to track employee progress in real time. Managers and team members can now give and receive feedback on the same platform and use it to improve continuously.
Furthermore, the platform’s single repository for employee concerns gathered through custom anonymous surveys facilitated open communication, allowing HR to respond to individual needs quickly and cultivate a more engaging work environment.

  • Adapting to the new way of working

You don’t want your team members to struggle and waste their productive time learning a new tool.
That’s where the in-app guide and Customer Success of JOP come in. After setting OKRs for the two teams, the Saffron Edge team onboarded JOP with step-by-step guidance on JOP’s Customer Success.
JOP recommended that Saffron Edge, based on their team size and novelty to OKRs, implement OKRs starting with two teams (Sales and Marketing) only to ease OKR adoption in the organization.
It was overwhelming for a few team members, Saffron Edge reported, as they were used to their old method of managing tasks.
JOP’s Customer Success team assured the team that it is a normal reaction to any new framework like this and that the team will adapt to it later.
JOP continues to answer user queries from Saffron Edge; whether it’s a technical roadblock in the software or someone wants the best practices on some feature, JOP’s Customer Success is there for them.


  • Revenue jump

After a rough few months beginning in mid-2021, Saffron Edge saw a remarkable 75% increase in revenue.
This accomplishment demonstrated the importance of setting clear and meaningful goals and getting team members on the same page.
They achieved efficient collaboration and improved teamwork by having everyone work together toward common goals.

  • Clarity has become a part of strategic planning and work

The implementation of JOP’s OKR system increased transparency in projects and company goals. Everyone understands what they are attempting to accomplish.
It enables teams to make informed decisions and respond quickly to changes, resulting in better outcomes.
During a recent campaign, for example, their team was able to easily track their progress against key objectives, allowing them to optimize their efforts and collaborate more effectively based on the specific KRs.

  • Improved teamwork and coordination

They are noticing an improvement in teamwork and coordination. Teams now have smoother project execution and make better use of resources thanks to JOP’s framework and collaboration tools.
Take, for example, their social media team. With JOP’s platform, they seamlessly coordinated content creation, short-term goals, and the quality of their work by working on shared KRs.
As a result, clients’ social media presence became more synchronized and impactful.

  • Team members take ownership of their goals

Because of JOP, each team member understands exactly what they are responsible for, allowing them to take ownership of their tasks. This sense of accountability helps to motivate and engage employees.
For example, their SEO Specialist took the lead on optimizing Saffron Edge’s website for higher search rankings. He owns a meaningful KR: Increase the lead conversion rate by 20% in three months.
This sense of ownership not only streamlines processes but also instills a new level of enthusiasm within the team.

  • A budding work culture of employee growth

Continuous feedback, skill development, and self-reflection became part of the culture, propelling personal and professional development.
For example, their content writers interacted with other team members to seek feedback on their work, allowing them to improve their skills.
Having shared KRs with other team members, like the SEO Specialist’s KR for optimizing the website, enabled them to seek feedback.

“Earlier, we were juggling a lot of things at once and felt we were doing enough. With JOP coming in, we really understood where each individual plays a role and what more can be taken on. Within six months, we’ve been able to set up a whole new vertical for performance marketing. That has been a goal for the last 4 years,” says Aditya Kumar, Digital Marketing Head, Saffron Edge.


  • Lack of centralized business progress tracking
  • Need for clarity in roles and responsibilities
  • No agile goal-setting framework
  • Unable to focus on business priorities
  • HR takes time to collate performance data


  • Buy-in to the new framework
  • Effective goal-setting and team alignment
  • Dynamic goal management and enhanced focus
  • One platform to manage goals and performance
  • Adapting to the new way of working


  • Boost in revenue
  • Clarity in strategic planning and work
  • Enhanced Teamwork and coordination
  • Employees take ownership of their goals
  • Culture of growth

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The Power of Alignment: How JOP’s OKR Solution Helped Paislei’s Teams Work With Clarity

22 September 2022

2 min


increase in performance completion rate on end of year reviews

increase in survey participation

Read on to know how Paislei increased shoppers to buyers conversion from 45% to 75%

Located in New Delhi in India, Paislei is a retail organization all about redefining elegance
with designer fusion wear for modern Indian women. They fulfill their customers’
expectations with apparel that will fit various occasions and will cater to women from all
wal ks of life.
It is no secret that the global pandemic wreaked havoc on organizations across each and
every industry. The retail industry was no exception to this, as it was this industry
specifically where the consumer behavior changed multiple times during and after the
pandemic. One of the primary transitions the world has seen in the retail and e-commerce
business has been the huge shift to online shopping.

JOP’s team knew solving such challenges required a level of alignment and momentum that
had not been seen by the team before, and that OKRs were the best solution ! Paislei
finally decided to place their trust in us for 2 quarters, and the rest, as they say, is


While 30 % of Paislei’s employees did not need to be part of the OKRs, we worked intensively with the management team to turn their major challenges into company- level objectives. The next step was to devise metrics that, when aligned, would serve as a single source of truth and goal for each member of the company.
Simply thinking in this framework of goals and the metrics which would signal progress forced them to think deeper about where the solutions would come from and create action plans on how to really solve them. Some of the areas we tackled are given below.
Like in most retail companies, employee attrition is a peshy pain area. Knowing what a huge impact this can have in slowing down operations, JOP ensured it was taken as a top company level objective. We then helped the HR department identify the reasons for attrition, and create a plan to add ress it.

    The process involved :

  • Ensuring scores on periodic e NPS (employee net promoter score) increased from 40 % to 60 %. This was measured through surveys run on J 0P to develop foresight on employee satisfaction
  • Setting a high priority hey result to reduce attrition by 50 % in 6 months
  • Ensurinq the teams’ biq wins were seen by the CE0 and top leadership, so employees were acknowledqed and celebrated on a company wide scale
    In their case, inventory shortages were addressed through :

  • Diversified channels of procurement for raw materials
  • Reduction in shipping times for procurement, and
  • Higher standards of quality and stock audits

As for customer retention, they knew they had to engage their clientele beyond just impeccable in-person service.
For this, they tracked:

  • New signups for their loyalty program
  • The ratio of digital : in-store purchases
  • Increased engagement on their social media pages
    As for customer retention, they knew they had to engage their clientele beyond just impeccable in-person service. For this, they tracked:

  • New signups for their loyalty program
  • The ratio of digital : in-store purchases
  • Increased engagement on their social media pages
    To solve their pain point of improving their store performance, they tracked :

  • Conversion rate of shoppers to buyers
  • Daily foot traffic of the store

While there are obviously many other activities and aspects that go into managing a retail store + e-commerce brand, Paislei already had them running smoothly, so we did not intervene here. The real power of using OKRs is that they work on metrics and campaigns outside of business-as-usual activities that need momentum to get off the ground.


Working with 0KRs fostered an improved and deliberate degree of higher transparency that hel ped employees understand the impact of their day-to-day work. Team members developed a laser—sharp focus on these metrics, which allowed them to cut through the noise of their day-to-day hassles and deliver on what really impacts the business.

    With these objectives transparently developed and projected, the allocation and cross—utilization of resources are planned and manaqed efficiently.

  • They were able to establish four new channels of procurement and manage them effectively through OKRs.
  • The shipping time for procurement was reduced by 20%
  • By prioritizing customer retention, the signups for the loyalty program were increased from 20% to 60%
  • The social media impressions increased from 2000 to 6500 weekly
  • The foot traffic of the store got boosted from 1600 to 2000
  • The conversion rate of shoppers to buyers increased from 45% to 75%


Designing a employee centred goal and growth process


Setting goals successfully to build a high-performance culture


Increased participation and manager led development conversations

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