1. 🌌 Todoist Universe

DRI: 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 leverage

DRI: Gonçalo

In H1, we have increased individual leverage and built major organizational capabilities. AI and automation have expanded what Todoisters can take on, how quickly we work, and the quality we can achieve. Shared capabilities such as Doistbot, TodoistOS, Data Lake / Gateway, PaaS, and CDE are changing what we can accomplish together.

Our next step is to build missing capabilities, remove friction from existing ones, and establish their use. We want to tackle more ambitious problems and deliver better results without a corresponding increase in human effort—not simply produce more work or shift checking and cleanup onto others.

We will advance both:

• Individual leverage: automation, agentic autonomy, and greater quality and range of work.

• Organizational leverage: durable shared knowledge, coordination and ownership, and shared capabilities.

• Increasingly, our work will include designing the goals, environments, and guardrails that allow agents to carry out substantial work autonomously. Strong verification should reduce manual execution, oversight, and routine review while preserving quality. We remain accountable for intent, decisions, and results.

To move this forward, we will:

• Work with teams to define concrete end states and prioritize the highest-value improvements.

• Build on existing capabilities, addressing gaps in access, coverage, reliability, and workflow integration.

• Turn experience and recurring corrections into improvements to shared knowledge, skills, and guardrails.

• Use the most valuable internal patterns to inform customer-facing capabilities in the Todoist Universe.

By the end of H2, 2–3 internal leverage bets will have become established workflows, with clear ownership and evidence of their value. We will also have a shared direction for the next stage of leverage across functions and a concrete path, with tangible progress, toward extending it to customers through the Todoist Universe.

See Leverage: the next step for the focus areas, ambition, and questions guiding this work.

3. 💚 Get to and stay in green

DRI: 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

DRI: 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

DRI: 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)

DRI: 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).