Company Goals

H2 2026 Goals

1. 🌌 Todoist Universe

DRD: Amir

We will build the first real version of the Todoist Universe: simple yet powerful, connected end to end, and so good that we are proud to put it in front of millions of people.

The core priorities:

  • Launch Automations as a standalone product and a Universe building block

  • Move from Doist to Todoist as the company brand

  • Keep improving Todoist as the place where people and teams organize their work

  • Build the shared foundations that make the Universe feel like one coherent system

  • Bring external teams onto Comms in Q3

  • Migrate Twist customers to Comms in Q4 and retire Twist 👋

  • Get Comms ready to launch at EOY, even if the launch happens early 2027

By early next year, we’ll have 3 amazing offerings:

  • Automations will democratize automations and make them more natural, easy and affordable

  • Comms will have differentiated approach and help teams move from discussion to accountability

  • Todoist will stay focused on helping people and teams make work clear and get it done

A critical criteria is that we won’t release slop or vanity projects. When we launch the Universe in early 2027, we should be proud of what we are putting into the world.

2. 📈 Increase organizational leverage

DRD: Gonçalo

In H1, we significantly increased individual leverage. We experimented with AI, new tools, new ways of working, and data shows that Doisters are faster and more autonomous in producing higher-quality work. We’re taking on work that previously required more time or coordination.

The next step is organizational leverage: better systems around how teams and squads work, share context, make decisions, define ownership, follow up, collaborate, automate work, and use agents, so we can all move faster and with more clarity.

And if the first half of the year was about individual leverage with a sprinkle of organizational leverage, the second half is about organizational leverage with a sprinkle of customer leverage: taking our internal transformation and turning it into leverage for customers through products and features in the Todoist Universe.

To kickstart this, we will:

  • Revisit the H1 leverage survey and pair it with a fresh survey to understand what changed, what is still blocked, and where we see the biggest opportunities.

  • Define useful non-vanity metrics that support this goal and can be tracked over time.

  • Support teams and squads redesign how context, decisions, ownership, follow-up, and accountability work.

  • Advance organizational leverage bets that have emerged naturally, such as Doistbot, Doist OS, Support Assistant, internal agents, and automations.

  • Expand leverage by turning the patterns we find most impactful at Doist into product direction for customers through the Todoist Universe.

By the end of H2, Doist will have a clearer, more leveraged operating system. 2–3 internal leverage bets will have graduated into established workflows, and we will have a concrete path, with some tangible progress, for expanding to the Todoist Universe itself.

3. 💚 Get to and stay in green

DRD: Brenna

In H1, our goal was to hit 🟡 Yellow (11–25% YoY MRR growth) — which we cleared before H1 even began, thanks to the December 2025 price increase. H2 raises the bar: we need to hit and sustain 🟢 Green (26–60% YoY MRR growth) by end of year, with the ultimate goal of the Universe pushing us towards ever higher revenue growth. 

While we’re projected to cross into green in September, we’re also projected to dip back into yellow by December (12 months since the price increase). To remain in green, we must generate ~$60K in new MRR above our current trajectory by EOY.


We’ll close that gap by prioritizing the following: 

  • Generating new revenue: Launch Automations sooner rather than later in order to generate a brand new revenue stream, and adjust as needed as H2 progresses (and revenue compounds)

  • Protecting the foundations: Reduce Business team churn (our highest-confidence lever alongside Automations), manage potential churn risks from the Twist-to-Comms migration, and ensure Pro revenue remains stable, with Pro churn reduction as a fallback lever if needed

  • Building lasting revenue systems: Get the Universe pricing and packaging model right before we scale it, and establish GTM motions that turn product usage into paid growth 

For more details, see the scenarios modeled.

By achieving this, we’ll head into 2027 with the momentum and infrastructure needed to accelerate the Universe’s growth.


H1 2026 Goals

Doist entered H1 2026 with three company-wide goals, each owned by a member of the leadership team.

1. Become Multiproduct

DRD: CEO (Amir)

Doist is evolving from a single-product company (Todoist) into a multi-product productivity platform. Aligned with the company's updated vision: "Be the end-to-end productivity platform that empowers a billion people to bring their ideas to life",  this goal focuses on launching and integrating new products (including a revised team communication app) alongside Todoist. 

The reason behind this goal: 

  • The ambition is to build a unified suite under a cohesive brand architecture, moving beyond "just a to-do list" into a broader productivity ecosystem.

  • Key H1 bets include automations and a new communication product, alongside core Todoist improvements that strengthen the platform's overall position.

2. Increase Company-Wide Leverage

DRD: CTO (Gonçalo)

Leverage is about getting more output for the same input, a force multiplier across every role at Doist. This goal centers on increasing velocity, quality, and autonomy through three pillars:

  • Mastery: Continuously deepening craft, knowledge, and tool proficiency.

  • Automation: Eliminating grunt work through automation tools and features, freeing time for high-impact work.

  • AI: Using AI as a tutor, programmer, collaborator, critic, and research accelerator to achieve a step-change in individual and collective velocity.

How it's being pursued

  • A company-wide Leverage Survey was conducted to surface bottlenecks, automation opportunities, and bright spots across every team.

  • Each team analysed their survey results and identified specific leverage initiatives.

  • A Leverage session at Team Connect (the company retreat) had teams map opportunities on an effort/risk vs. potential framework, commit to 2-4 incremental improvements and at least one radical experiment per team.

  • An AI Week (April 27 – May 1) is planned as a company-wide event to push everyone's AI fluency further.

  • Progress is tracked through weekly check-ins and team-level feedback loops.

3. Aim Towards Green (Financial Growth)

DRD: CRO (Brenna)

A detailed breakdown of our Growth Strategy can be found here. 

The original goal was to "Get to Yellow", which translates in achieving 11% year-over-year MRR growth. Thanks to the Q4 2025 pricing increase, Doist had already hit yellow by December 2025. By the end of February 2026, YoY MRR growth reached nearly 21%, and it has been hovering at just under 20%.

Rather than moving the goalpost to "Get to Green" (25% YoY MRR growth), leadership chose to keep the original target and celebrate the clear win, a historical Achilles heel for the company.

The recent update means: 

  • The goal was reworded to "Aim towards Green" to signal continued ambition without creating an artificially raised bar.

  • This growth is driven by pricing and packaging optimisations, onboarding improvements (projected 4x more teams created), and strong execution across the product (nearly 1,000 significant changes shipped in 2025 alone, including 115 new features).