Airalo
How to restore clarity in decision-making when the organisation is scaling. A strategic framework to align board and teams on a shared system for measuring performance.
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Industry
Telco / Travel tech
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Services
GOVERN KPIs, ACTIVATE Data
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Year
2026
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View project
airalo.it
When an organisation grows fast, the complexity of the systems it uses to make decisions grows with it — and if that complexity is not governed, it starts to slow the decision-making engine down.
Airalo was in a situation typical of digital scale-ups in rapid expansion: over 600 KPIs spread across different reporting tools, metrics duplicated or interpreted differently across teams, and a growing difficulty in building a shared view of performance.
The result was slower decision-making and a progressive dispersion of operational priorities.
An initiative that cuts across the whole organisation, built on its real structure
The path started with a mapping of teams and squads with their respective areas of responsibility, followed by the collection and analysis of KPIs actually in use and a review of the key strategic reference documents. From there we built a metrics hierarchy structured across three levels.
1. Company
2. Team
3. Squad
This was not simply a matter of “tidying up the numbers”
The goal was to build a measurement system capable of supporting the organisation’s future growth — making strategic objectives clearer, team responsibilities more defined, and the operational levers driving performance more visible.
A small set of metrics capable of representing the real health of the business
One of the most significant steps was identifying a small set of board-level metrics capable of representing the true health of the business.
Among them:
– Net Revenue
– EBITDA
– Year-on-Year Rolling Retention Rate
– LTV vs CAC
Different by nature but complementary — capable of offering a balanced view between past performance and future potential, balancing lagging and leading indicators.
Each metric was paired with a diagnostic tree that mathematically decomposes its components and causal logic, assigning ownership of activities and giving teams visibility over the levers that actually move the data.
TOV note: the logic here matters. The communication is not that these are standard metrics. The communication is that they were SELECTED as the right ones for Airalo, after a rationalisation process that started from over 600 KPIs.
Tangible benefits for board and operational teams
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Faster decision-making processes
Reduction in the time needed to reach consensus on priorities and KPIs to monitor in monthly reviews.
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Reduction of complexity
From over 600 scattered KPIs to a clear hierarchical system, with defined ownership at every level of the organisation.
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Greater clarity on growth and profitability levers
Every team knows which metrics to own and how their activities impact overall business results.
Building a solid decision-making system requires method and vision
If your organisation is growing and data complexity is increasing, now is the time to rethink the framework with which you measure performance.