STRATEGY 2025
EXTREME OWNERSHIP CODIFIED
"We do not inherit the future. We create it — through the clarity of our choices, the courage of our actions, and the consistency of our results."
ā
At Strat 2024, we promised to think differently.
THIS YEAR, WE COMMIT TO ACT DIFFERENTLY.
2025 is a watershed moment for TPA. It is the moment where we step up, lead, own, and shape our future. The next 60 months will define our legacy. They will decide whether we simply manage the present or create the future.
Formerly known as the Performance Handbook, the Codex is now the definitive guide to what matters most in your role as a Multiplier, how it will be measured, and what great looks like. It is the single source of truth for translating our strategy into measurable action, making leadership visible, and ensuring our commitments are tangible, trackable, and delivered without compromise.ā
LEADERSHIP IS NOT ABOUT INTENT. IT IS ABOUT IMPACT.
At TPA we no longer reward effort alone. We reward outcomes.
1. CODEX RATIONALE
WHY THE CODEX EXISTS
It is the single source of truth for what matters most in your role as a Multiplier.
It removes ambiguity by clearly defining every KPI, its weighting, and its measures.
It translates strategy into measurable action, creating a direct link between what you do and the TPA’s success.
It builds a performance culture rooted in Extreme Ownership.
HOW TO USE IT
Refer to it whenever you plan, execute, or review your work.
Use it as your reference point in performance conversations, coaching sessions, and planning cycles.
Keep it alive by applying it continuously, not just at year-end.
THE BENEFIT
For you: clarity, focus, and the ability to own your results.
For TPA: alignment, consistency, and measurable delivery on our strategic ambitions.
2. WEIGHTING AND RATING FRAMEWORK
"What you choose to measure is what you choose to matter. At TPA, the weight of a KPI reflects the weight of your leadership."
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The KPIs in this Codex represent the most critical levers for delivering our strategic ambition. Each KPI is directly linked to one or more Strategic Pillars, ensuring that your performance directly advances our growth, impact, and sustainability.
WEIGHTING FRAMEWORK
KPI
Sales
Return on Sales (ROS)
Under Management
Debtors Days
Sustainable Productivity
Impact/Quality
WEIGHT
30%
25%
15%
10%
10%
10%
WHY IT MATTERS
Direct driver of growth. You are both hunter and farmer, winning new work and growing existing accounts.
Protects profitability. Sales without margin erodes sustainability. ROS shows how well we balance value creation and cost discipline.
Measures the value of work currently being delivered under your stewardship. Reflects retention, expansion, and operational scale.
Cash flow is the oxygen of the business. Fast collection means more agility, less risk, and more investment in our future.
Ensures we use delivery capacity effectively, keeping commitments realistic and delivery sharp.
Rewards work that clients recognise as valuable and trusted, evidenced by renewal, uplift, referrals, favourable commercial terms and early payment. Keeps measurement largely within our control without requiring formal client surveys.
RATING FRAMEWORK
KPI
5
4
3
2
1
Sales
≥130%
110–129%
100–109%
90–99%
<90%
Return on Sales (ROS)
≥130%
110–129%
100–109%
90–99%
<90%
Under Management
≥130%
110–129%
100–109%
90–99%
<90%
Debtors Days
≤15 days
16–25 days
26–35 days
36–40 days
>40 days
Sustainable Productivity
On Target ≥100%
-
Close to Target 90–99%
-
Below Target <90%
Impact/Quality
Exceeds all design principles, ≥3 proxy signals, internal score ≥95%
Meets all design principles, 2 proxy signals, internal score 90–94%
Meets all design principles, 1 proxy signal, internal score ≥90%
Meets most design principles, 1 proxy signal, internal score 80–89%
Misses key design principles, no proxy signal, internal score <80%
3. CROSS-CUTTING GUIDANCE FOR ALL KPIS
"Metrics are not the goal. They are the mirror. The real win is becoming the leader the numbers reveal."
1
Track performance regularly. Monitor your data weekly or monthly to stay ahead of potential issues. Do not wait for quarterly or year-end reviews to discover your results.
2
Focus on leading indicators. Every KPI has drivers that predict future results. For Sales, it may be pipeline health; for ROS, accurate delivery time allocations; for Debtors Days, proactive payment follow-up; for Impact/Quality, signs of uplift, referrals, or early payment.
3
Collaborate across the business. Your results often depend on the actions of others. Engage with Multipliers in sales, delivery, and operations to remove obstacles and capture opportunities.
4
Own the story behind the numbers. Be ready to explain why your score is what it is and what you will do to improve or replicate it.
5
Align decisions with strategic priorities. When trade-offs are required, choose the path that advances our Strategic Pillars and honours Extreme Ownership.
6
Model the right behaviours. Approach every KPI with discipline, proactivity, and a solution’s focus.
4. KPI DEEP DIVES
Each KPI deep dive follows a consistent structure of Definition, Why It Matters, Extreme Ownership Behaviours, Measurement Method, Performance Thresholds, Examples, and Practical Actions to Improve. ā
KPI 1:
SALES
Growth is not an accident. It is the relentless pursuit of opportunity — hunted, cultivated, and won.
KPI 2:
RETURN ON SALES (ROS)
Revenue builds reach. Margin builds muscle. Both are non-negotiable.
KPI 3:
UNDER MANAGEMENT
The measure of stewardship is not what you start, but what you sustain, with trust, with excellence, and with impact.
KPI 4:
DEBTORS DAYS
Cash flow is the oxygen of ambition. Protect it, and the business breathes freely.
KPI 5:
SUSTAINABLE PRODUCTIVITY
Time is the only resource we can never recover. Spend it where it multiplies value.
KPI 6:
IMPACT
The true measure of our work is not only what we deliver, but the trust, value, and opportunities it creates.
5. BONUS ELIGIBILITY
"Wealth creation is a shared responsibility, but reward is earned through measurable impact."
ā
The performance ratings achieved at the end of the financial year determine bonus allocations. These ratings are calculated from the overall weighted score on the Multiplier Scorecard, using the final KPI weightings and rating thresholds.
FROM EQUAL SHARE TO EARNED REWARD
In previous years, our bonus structure distributed rewards equally across the business. While this reinforced solidarity, it did not distinguish between contribution that maintained the business and contribution that materially grew it.
ā
This year marks a significant departure from that model. We are moving from a shared pot to earned recognition, where bonuses are linked directly to outcomes and performance, not effort. Those who create wealth for the business by driving sales, protecting profitability, retaining and growing client accounts, improving cash flow, delivering sustainable productivity, and producing high-impact work will see their contribution reflected proportionately in their reward.
ā
Effort without measurable results remains valued for teamwork and culture, but it will no longer determine bonus allocation. This is a deliberate shift to ensure that those who deliver the most significant measurable impact on TPA’s growth, profitability, and sustainability receive the greatest share of the reward.
RECALIBRATING FOR THE NEW SCORECARD
The original bonus framework was built around a maximum overall performance score of 150 percent. Under the new KPI rating framework, the top performance rating for most KPIs is set at 130 percent or higher. This makes a 150 percent overall score unachievable.
ā
To ensure the bonus system is realistic, achievable, and aligned with our performance metrics, the eligibility thresholds have been recalibrated as follows:
OVERALL WEIGHTED SCORE
≤95%
100% (Performance Standards Met)
110–129%
≥130%
BONUS ELIGIBILITY
Not eligible to participate
1 × monthly salary
2 × monthly salary
3 × monthly salary
APPLICATION IN PRACTICE
STEP 1
Calculate each Multiplier’s KPI results using the five-point rating framework and the agreed weightings: Sales (30 percent), ROS (25 percent), Under Management (15 percent), Debtors Days (10 percent), Sustainable Productivity (10 percent), Impact/Quality (10 percent).
STEP 2
Convert KPI results into an overall weighted score.
STEP 3
Apply the bonus eligibility table to determine the allocation.
STEP 3
Pay bonuses as a multiple of the monthly salary, as indicated by the table.
Example Scenarios
Weighted Score = 112 percent → Falls in the 110–129 percent band → Bonus = 2 × monthly salary
Starting now, every aspect of our Strategy – from our purpose to our strategic pillars – will be owned by one or more Multipliers.
Ownership means full accountability to drive outcomes, remove obstacles, build momentum and inspire buy-in throughout the organisation.
Hover your mouse over the box to see who owns what.
We are driven by our
PURPOSE of
NATALIE
GRAHAM
BRANDON
ROBIN
TANYA
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El-KARIEN
MARLENE
MARYKE
JADE
KARIN
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KESHNI
YANAI
SERETHA
SUSHEN
NICOLE
JANNIE
#BETTER
owned by:
Our VALUE PROPOSTION is
NATALIE
TANYA
SERETHA
WE MAKE SENSE OF COMPLEX CHALLENGES TO DRIVE HUMAN PERFORMANCE
Hover your mouse over the box to see who owns what.
owned by:
Our STRATEGIC AMBITION is
WE ARE ON A MISSION TO CREATE BETTER WORKPLACES, FOR BETTER PERFORMANCE, WITH BETTER POSSIBILITIES
This demands fanatical adherence to the
DESIGN PRINCIPLES of
LISTEN TO UNDERSTAND
Active listening is a superpower that builds trust and leads to more innovative and effective solutions.
ZOOM IN,
ZOOM OUT
We seamlessly and continuously move between big-picture thinking and getting immersed in the granular detail.
HUMAN-CENTRED
We are a human business that puts the human at the centre of everything we do.
INSANELY
SIMPLE
In an increasingly complex world, we cut through the noise and the clutter to design clean, simple, impactful solutions.
DELIGHT & SURPRISE
Every engagement and every solution is an opportunity to delight and surprise, in order to create raving fans.
Hover your mouse over the box to see who owns what.
Led by a Leadership team that live into the Multiplier Mindset of
NATALIE
GRAHAM
BRANDON
ROBIN
TANYA
El-KARIEN
MARLENE
MARYKE
JADE
KARIN
KESHNI
YANAI
SERETHA
SUSHEN
NICOLE
JANNIE
EXTREME OWNERSHIP
owned by:
Who deliver on our
STRATEGIC PILLARS
SECURE
BASE
Creating the material and psychological safety that allow our people to live into their purpose.
GROWTH
AGENDA
A relentless focus on driving sustainable, exponential growth. This pillar represents our commitment to expanding our impact, increasing revenue, and ensuring profitability while embracing innovation and agility.
PEOPLE
FIRST
We are a people-first organisation that put our people at the heart of everything we do. This pillar is about cultivating a culture where talent is nurtured, contributions are valued and people are supported to thrive.
PURPOSEFUL PARTNERSHIPS
Building value-driven relationships with clients, partners, and stakeholders. This pillar embodies our belief that success comes from collaboration, trust, and shared commitment to better outcomes.
And who rolemodel our
CORE BELIEFS
Our refreshed 2025 Strategy on a Page embeds Extreme Ownership as a defining mindset of who we are, what we do, and how we do it. It reintroduces our previous Value Proposition as our Strategic Ambition, recognising its continued relevance and currency in shaping how we create impact. It tightens and streamlines our Strategic Pillars for greater clarity and focus. And it includes our Design Principles.
This strategy is not set in stone — it is foundational, with the intention that we will interrogate, analyse, question, and refine the various elements together at Strat 2025, against the urgency of the next 60 months.
Our Strategic Pillars, in particular, demand your careful scrutiny ahead of Day 1 of Strat 2025, and requires homework.
ASSIGNMENT #1
In the spirit of Extreme Ownership, we have assigned specific Multipliers as OWNERS of each of our refreshed Strategic Pillars. This has been extended to our Multipliers-by-Invitation, as indicated below.ā
ā
As a pillar owner, you and your team are accountable for leading, delivering, and embedding the critical outcomes and tangible results of this pillar across the business.
Hover over each element to reveal the owners.
STRATEGIC PILLARS
SECURE
BASE
GRAHAM
MARLENE
KARIN
SERETHA
Creating the material and psychological safety that allow our people to live into their purpose.
owned by:
GROWTH
AGENDA
BRANDON
TANYA
YANAI
JANNIE
A relentless focus on driving sustainable, exponential growth. This pillar represents our commitment to expanding our impact, increasing revenue, and ensuring profitability while embracing innovation and agility.
owned by:
PEOPLE
FIRST
ROBIN
JADE
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KESHNI
SUSHEN
We are a people-first organisation that put our people at the heart of everything we do. This pillar is about cultivating a culture where talent is nurtured, contributions are valued and people are supported to thrive.
owned by:
PURPOSEFUL PARTNERSHIPS
MARYKE
NICOLE
_JPG.jpg){kind=small}
El-KARIEN
NATALIE
Building value-driven relationships with clients, partners, and stakeholders. This pillar embodies our belief that success comes from collaboration, trust, and shared commitment to better outcomes.
owned by:
KEY
Led by
Multiplier
By invitation
THE ASK
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Take note of the Strategic Pillars that you own, and who your co-owners are.
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Schedule time as a group before Wednesday, 5 Feb to go deep on your assigned Strategic Pillar — interrogate it, challenge it, own it. Your goal is to bring the pillar to life in a way that is meaningful, actionable, and aligned with TPA’s future.
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Be ready to play back and present on Day 1 of Strat 2025.
DELIVERABLE
You will play back your pillar at Strat 2025 in any format of your choice. Get creative —your playback can be:
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A vision board that visually expresses the essence and evolution of the pillar.
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A presentation that sharpens its focus and impact.
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A story that captures its meaning and transformation over time.
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Any other engaging format that helps us collectively understand, challenge, and adopt this pillar into our daily work.
Your playback must cover:
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The Genesis – Where did this pillar come from? What need did it originally serve?
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Why It Matters – Why is this pillar essential to TPA today? How has it shaped our business so far?
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Its Future Role – What must this pillar mean moving forward? How should it evolve?
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Your Leadership Commitment – How will you and your co-owners actively lead this pillar?
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Rituals & Practices – What rituals, habits, and mechanisms will you put in place to ensure we deliver on this pillar?
4. MULTIPLIER MINDSET
TO MAKE MEANING
To be meaningful, Extreme Ownership must be measurable, and enforceable. Because leadership is not just about intent — it’s about impact, accountability, and results.
At TPA, we will no longer just reward effort; we will reward outcomes.
Therefore, in 2025, every Multiplier will be assessed and held accountable against a clear leadership scorecard — a set of measurable targets that reflect our shared commitment to driving TPA’s success. These metrics are not aspirational — they are non-negotiable standards that define what it means to lead and deliver as a Multiplier.
YOUR PERFORMANCE SCORECARD
01
REVENUE UNDER MANAGEMENT
Your allocated financial responsibility within TPA.
02
RETURN ON SALES (ROS):
45% CONSOLIDATED
Profitability is your responsibility, not a by-product.
03
CLIENT SATISFACTION: 85%+
Sustaining trust and value through exceptional client experiences.
04
DEBTORS BOOK:
45 DAYS AND UNDER
Protecting the secure base and financial health of TPA by managing cash flow.
05
MULTIPLIER COMPACT | 360 ASSESSMENT: 85%+
Demonstrating your leadership impact, as evaluated by your peers and teams.
At TPA, the choice is yours: you get to opt in or opt out of what we are building together. Opting in means committing fully to the standards, expectations, and behaviours outlined in the Leadership Scorecard. It means stepping up, taking accountability, and contributing meaningfully to our collective success. Opting in is not just about agreeing to the metrics — it’s about embracing the mindset, impact, and ownership required to make a difference.
Equally, if you choose to opt out, it signals that this journey, and what it demands, may not align with your personal goals or priorities. We will respect your choice, but it will mean stepping away from the Multiplier table and the shared vision we are striving to achieve.
ASSIGNMENT #2
Extreme Ownership demands extreme accountability.
To lead effectively, you must fully understand what is expected of you and critically assess how you plan to deliver against those expectations. Your Leadership Scorecard is the tool that will hold you accountable for driving TPA’s success in 2025.
This assignment asks you to critically interrogate the 5 elements of the scorecard.
THE ASK:
Reflect on the scorecard and answer the following questions directly, authentically and with intent.
01
REVENUE UNDER MANAGEMENT
What does ownership of revenue generation mean to you? What will you do to meet or exceed your revenue target?
What challenges do you anticipate, and how will you tackle them proactively?
02
RETURN ON SALES (ROS):
45% CONSOLIDATED
How will you ensure your work contributes to hitting the ROS target?
What will you do differently to keep profitability front and centre?
03
CLIENT SATISFACTION: 85%+
What steps will you take, above what you are currently doing, to deliver a client experience that drives satisfaction above 85%?
How will you hold yourself accountable for improving client relationships?
04
DEBTORS BOOK:
45 DAYS AND UNDER
What are some of the practical steps you will take to ensure the debtor’s book stays under 45 days?
What is your personal role in protecting TPA’s financial health and securing our future?
05
MULTIPLIER COMPACT | 360 ASSESSMENT: 85%+
What is your commitment to demonstrating leadership that builds trust, accountability, and impact?
DELIVERABLE
Come to Strat fully prepared to collaboratively build a
STOP-START-CONTINUE BOARD.
Together, we will critically and constructively evaluate our current practices across the four strategic pillars of the Leadership Scorecard.
This will enable us to identify:
STOP
What is not serving us or our goals and should be stopped immediately.
START
āWhat we are neglecting or not doing at all, and need to introduce to meet or exceed our targets.
CONTINUE
What we are excelling at and must continue to do to sustain our success.
ASSIGNMENT #3
Multiplier Compact
The Multiplier Compact is a commitment to the behaviours, standards, and expectations that define what it means to have a Multiplier Mindset of Extreme Ownership. This is not a theoretical framework — it is a clear, measurable standard that will guide how we lead, operate, and hold ourselves accountable.
The Multiplier Compact is an important part of your overall Leadership scorecard. It directly impacts bonus eligibility, and makes up 30% of your total Scorecard.
360 Assessment:
30%
Revenue:
30%
Client Satisfaction
20%
Return on Sales (ROS)
20%
Note:
The Debtors Book is a gateway measure — if you don’t meet the target, you won’t be eligible for a bonus.
THE ASK:
Critically engage with the Multiplier Compact survey question, set out below. Interrogate whether these questions accurately and fairly assess leadership impact at TPA? Are they clear, relevant, and aligned with what we expect from our Multipliers?
Scrutinise each behaviour and rating. Do they drive real accountability? Do they reflect what we value and need in our leadership team?
DELIVERABLE:
Come to Strat 2025 fully prepared to debate, workshop and finalise the Multiplier Compact as the gold standard of how we measure our impact as leaders.
MULTIPLIER COMPACT
PURPOSE AS OUR COMPASS:
1. Embodying the spirit of #Better, inspiring belief in our shared purpose to elevate people, teams, and possibilities.
2. Aligning their daily actions and decisions with TPA’s mission to create a legacy of transformation, growth, and meaningful impact.
3. Bringing purpose to life by connecting our work to a bigger, brighter story—one that ignites meaning and energy for the team.
TOTAL OWNERSHIP, ZERO EXCUSES:
4. Consistently steping into challenges with a “no excuses” mindset, owning outcomes and driving progress forward.
5. Showing up with a bias for action, tackling issues like cash flow, pipeline, or relationships as if they are their own to solve.
6. Effectively creating clarity and alignment, ensuring no efforts is not exhausted in delivering success for the business.
UNWAVERING INTEGRITY:
7. Living by the principle that their word is their bond, honouring every commitment and delivering without compromise.
8. Cultivating trust by speaking truth, leading with authenticity, and standing firmly for what they believe is right.
9. Role modelling the behaviours and standards they expect from others, without exception.
ZERO TOLERANCE FOR POLITICS:
10. Calling out whisper campaigns, unspoken frustrations, and hidden agendas, replacing them with direct, constructive conversations.
11. Creating safe spaces for bold, honest dialogue that fuels progress instead of division.
12. Fostering a culture where collaboration thrives and politics are replaced with purpose.
TRUST-BASED LEADERSHIP:
13. Empowering their team with the freedom to act, the tools to succeed, and the trust to deliver, while still showing up when it matters most.
14. Nurturing the next generation of Multipliers by mentoring, guiding, and lifting others to their full potential.
15. Striking the balance between leading with strength and creating space for others to take ownership and grow.
KNOWLEDGE AS OUR ULTIMATE MULTIPLIER
16. Seeing knowledge as a gift to be shared, multiplying insights and lessons to spark growth, innovation, and collaboration across the tribe.
17. Encouraging courageous thinking, big ideas, and bold solutions that take TPA’s work from ordinary to extraordinary.
18. Creating a rhythm of continuous learning and sharing rhythm makes our collective intelligence the edge that keeps us ahead.
MULTIPLIER RATING SCALE (1 TO 5)
Consider questions 1-18 in the context of a 1-5 rating scale that aligns with the Multiplier mindset and the TPA ethos of #Better. This scale ensures clarity and meaning in the assessment. It is designed to provide nuance and depth, allowing for constructive feedback while reinforcing ownership and growth.
5
The Clearest Example of This Multiplier
This Multiplier doesn’t just embody this behaviour—they define it. They set the standard, lead by example, and inspire others to follow. Their actions consistently reflect TPA’s core beliefs, and their impact is undeniable. If everyone operated at this level, we would redefine what’s possible.
4
A Strong Example, Consistently Demonstrates This Behaviour
This Multiplier demonstrates this behaviour strongly and consistently. They own it, lead with intention, and show up in a way that drives real impact. While there may be occasional gaps, they are self-aware and continuously improving. They stretch beyond expectations and elevate those around them.
3
Demonstrates This Behaviour, But with Room to Stretch
This Multiplier shows up and applies this behaviour, but not always consistently. There are moments of excellence, but also gaps in ownership, follow-through, or impact. They have the potential to be a strong example with more intentionality and focus. This is a growth opportunity to step up and own it fully.
2
Inconsistent in Demonstrating This Behaviour
This Multiplier occasionally demonstrates this behaviour, but it is not yet embedded in how they show up. There is hesitation, missed opportunities, or a lack of conviction. They may be aware but have not yet translated belief into consistent action. There is work to do, and ownership to take.
1
Least Like This Multiplier
This behaviour is rarely, if ever, demonstrated by this Multiplier. There is little to no visible ownership, commitment, or impact in this area. This represents a significant gap that requires immediate attention and a shift in mindset. This is not about criticism—it’s about calling in, not calling out. The real question: what will they do to change this?