Is engineering paying off? Ask, and get the answer with the charts.

Organizational headcount from Workday against the effort Jira estimates for committed work — an estimate, not measured utilisation.

“Compare our Workday organizational capacity with the estimated FTE allocation Jira shows for committed deliverables. Where is a team's estimated allocation out of line with the headcount it actually has?”

Roadmap, Jira, Workday, FP&A and CRM traversed as one business model, with the records behind each link.

“Show me how our roadmap deliverables connect through to Jira execution, Workday teams, FP&A budgets and the customers who are counting on them. Which connections are weakest?”

Where the strategy we say we're funding and the promises we've made to customers disagree.

“Which customer commitments are at risk, and are our highest strategic priorities the ones actually being funded and delivered?”

Available engineering capacity and Jira allocation set against strategic priority.

“How is available engineering capacity allocated across strategy pillars, and where are we spending engineering effort on work that is not a top strategic priority?”

Plan and forecast, Workday capacity, Jira estimates, roadmap priority and customer exposure.

“Where are we spending more than planned, and is that investment aligned with our highest-priority commitments?”

SFDC's open pipeline and win rate set against SAP's sales orders and collected invoices.

“Where is our sales pipeline concentrated, and does what SAP shows as billed and collected actually match what SFDC shows as closed-won? Where's the biggest gap?”

Same question as Demo 1, asked of a health-tech vendor selling into medical practices and health systems instead of a SaaS company.

“Compare our Workday organizational capacity with the estimated FTE allocation Jira shows for committed deliverables. Where is a team's estimated allocation out of line with the headcount it actually has?”

Roadmap, Jira, Workday, FP&A and CRM traversed as one business model — for the practice-operations business, not the SaaS one.

“Show me how our roadmap deliverables connect through to Jira execution, Workday teams, FP&A budgets and the practices who are counting on them. Which connections are weakest?”

Where clinical-trust and compliance strategy and our promises to practices disagree.

“Which practice commitments are at risk, and are our highest strategic priorities the ones actually being funded and delivered?”

SFDC's open pipeline of health systems and practices set against SAP's sales orders and collected invoices.

“Where is our sales pipeline concentrated among practices and health systems, and does what SAP shows as billed and collected actually match what SFDC shows as closed-won? Where's the biggest gap?”