FAQ
Frequently asked questions
Clear answers about wallet credit, usage, subscriptions, and how Tycoon charges for work.
We're 1-5 people. OKRs feel like enterprise theater at our stage.
OKRs at 1-5 people work if you simplify: 1 OKR (not 3), 3 KRs, quarterly (not OKRs-within-OKRs). The value isn't the formalism; it's the forcing function of 'pick 3 measurable things for the next 90 days and don't drift'. Tycoon's 1-5-person mode skips the team-review step and makes it a founder-plus-AI-COO conversation — 45 minutes to set them, 45 minutes at quarter-end to review. If that sounds like theater, skip OKRs entirely and use /workflows/weekly-review instead.
How is this different from just using Lattice or Mooncamp?
Lattice and Mooncamp are tracking tools — they store OKRs and let you update status. They don't pull data from source systems automatically (you still manually update progress), they don't draft OKRs from prior-quarter learnings, they don't synthesize win/loss root causes, and they don't surface 'you're behind pace on this KR' mid-quarter. Tycoon orchestrates across Lattice (or whatever tracker you use) + your real data sources. Tracking tool stays; the work of reviewing + planning moves to something purpose-built.
What if our KRs aren't measurable — we have qualitative goals like 'improve culture'?
Qualitative KRs get operationalized into proxies. 'Improve culture' becomes 'ENPS >60 in Q2 survey' + 'zero voluntary departures' + 'glassdoor rating stays ≥4.5'. Astra walks you through the conversion: what concrete evidence would convince you the KR succeeded? Those become the metrics. If you can't name any evidence, the KR isn't a KR — it's a direction, and directions go into the 'strategic priorities' bucket, not the OKR bucket.
Our Q3 KRs were wrong in retrospect — should we abandon mid-quarter or grind through?
Astra's default guidance: finish the quarter, honestly score the KRs you couldn't hit, use the retrospective to understand WHY they were wrong. Killing OKRs mid-quarter creates a bad habit (oh, we can just drop what's hard). The exception: if the business context has fundamentally changed (pivot, new funding, existential competitor move) and the KRs are now actively harmful to pursue, you change them with a written explanation that serves as your retro for the quarter. Tycoon has a 'pivot mode' that handles this formally.
How does this work for multi-team orgs — company OKRs that cascade to team OKRs?
Same workflow, added layer. Company OKRs set first, then each team (product, marketing, ops, eng) sets 2-3 team OKRs that ladder up to company OKRs. AI COO enforces the cascade: every team KR must link to a company KR it supports. Team leads review the cascade with their managers, AI COO checks for gaps (company KR with no team owner) and overlaps (two teams committing to the same number). Cascade takes 1 week instead of 3 weeks of alignment meetings.