In 2019, the Ohio Turnpike and Infrastructure Commission (OTIC) launched a multi-phased project to not only articulate the Ohio Turnpike's long-range strategic priorities (i.e., strategy development) but to ensure that day-to-day decisions and activities align with those priorities (i.e., strategy execution). OTIC wanted to be among the approximately 30 percent of organizations that successfully bridge the gap between strategy and execution. Most organizations conduct some form of periodic strategic planning: they develop Missions and Visions; they articulate Core Values; they identify long-term Strategic Objectives; etc. Simply developing such a strategic plan is not enough to ensure success. Bridging the gap between strategy and execution was key for OTIC to accelerate success. To accomplish this, OTIC took a page out of the high-tech playbook and implemented the Objectives and Key Results (i.e., OKR) methodology to guide day-to-day implementation of the Turnpike's strategic priorities. OTIC's strategy execution program has yielded tangible, measurable improvements in tolling performance and increased management accountability and transparency; all during a time of unprecedented global challenges caused by the unanticipated COVID-19 pandemic.