Revenue
- Formula
- Invoiced value, net of credit notes, on invoice date
- Source
- Finance ledger
- Owner
- Finance Manager
// Solutions · Executive Analytics
One view of what actually needs attention.
Most executive reporting problems are definition problems. Before building a dashboard we agree what each measure means, where it comes from and who owns it — so the number in the board pack survives being questioned.
Executive board · July
as at 26 Jul · 07:00Revenue · MTD
B$1.42M
+6.4%
Gross margin
31.8%
−1.9pp
Receivables > 60d
B$284K
+B$41K
Open exceptions
17
−5
Rolling revenue · 12 periods
index 84
Contribution by division
- Systems Integration 88
- Managed Services 71
- Applications 54
- Networking 39
- Advisory 22
Illustrative board · example figures, not client data
// The register
The document that ends the argument.
Before any chart is drawn, each measure gets a formula, a source, an owner and a change process. This register is the first deliverable — and the reason the same disagreement does not resurface next quarter.
Gross margin
- Formula
- Revenue less direct delivery cost, excluding overhead
- Source
- Ledger + project costing
- Owner
- Finance Manager
Pipeline value
- Formula
- Open deals × stage weighting, excluding deals older than 180 days
- Source
- CRM
- Owner
- Sales Director
Utilisation
- Formula
- Billable hours ÷ available hours, per engineer per month
- Source
- Timesheets
- Owner
- Delivery Lead
Illustrative entries · your register is built with your own definitions
// What you get
Numbers with an owner and a lineage.
Every measure on the dashboard can be traced back to the transactions behind it — which is what makes it usable in a decision rather than a discussion.
01 KPI & Decision Design
We start from the decisions you actually make and work backwards to the smallest set of measures that inform them, rather than publishing everything that can be counted.
- Decision-first measure selection
- Agreed definitions & formulas
- Named owner per measure
- Target & threshold setting
02 Data-Source Assessment
An honest review of where each number lives, how reliable it is and what has to be fixed before it can be reported on — including the answer "not yet".
- Source inventory & quality review
- Gap & remediation list
- Refresh frequency per source
- Single source of truth per measure
03 Executive Dashboards
Role-appropriate boards — a director sees the operation, a department head sees their own, and both are looking at the same underlying definitions.
- Role-based dashboard scoping
- Exception-first layout
- Period & entity comparison
- Mobile-readable views
04 Drill-Through & Traceability
Any figure can be opened down to the transactions that produced it, so a challenged number is settled in the meeting rather than in a follow-up email.
- Measure to transaction drill-through
- Snapshot & as-at reporting
- Change log on definitions
- Export with lineage noted
05 Alerting on Thresholds
Instead of hoping someone opens the dashboard, breaches are pushed to the person accountable, with escalation if nothing happens.
- Threshold & variance alerts
- Accountable-owner routing
- Escalation on no action
- Digest & real-time options
06 Reporting Governance
Who may see what, how definitions change, and how a new measure gets added — written down, so the reporting layer does not sprawl again in two years.
- Access & sensitivity rules
- Definition change control
- New-measure request process
- Review cadence
// How we get there
Agree the definitions before drawing charts.
A dashboard built on contested definitions creates more meetings, not fewer. This order of work is deliberate.
- 01
Decisions
Workshop the decisions leadership actually makes each month and the questions they need answered to make them.
- 02
Definitions
Agree each measure's formula, source, owner and refresh rate — and flag the ones your data cannot yet support honestly.
- 03
Build
Connect the sources, implement the measures with drill-through, and lay out the boards exception-first for each role.
- 04
Govern
Hand over the definition register and change process, set the review cadence, and switch on threshold alerting.
// FAQ
What executives ask first.
Two of our reports already disagree. Which one wins?
Neither, until the definition is settled — that disagreement is the first deliverable, not an obstacle to it. We trace both figures to their sources, show where the logic diverges, and put the agreed definition in a register with an owner so the argument does not recur next quarter.
What if our data is not good enough yet?
Then we say so, and the engagement starts with the specific remediation needed for the measures you care about rather than publishing a dashboard nobody should trust. That answer is usually cheaper than discovering it after the board has been shown a number.
Do we have to take the whole platform to use one solution?
No. Each solution is a configured slice of the same platform, so you can start with one department and add another later without a migration or a second integration to maintain. What you do get from the start is one data fabric underneath — so when the second solution arrives it already recognises your people, approvals and records.
Can this work alongside the systems we already run?
Yes. Most engagements leave existing line-of-business systems in place and integrate with them through APIs, scheduled syncs or event feeds. Where an existing system is genuinely the blocker we will say so, and that becomes an Application Modernization conversation rather than something we quietly work around.
// Get started
Start with the five numbers that matter.
If leadership cannot name them quickly, that conversation is worth having before any dashboard gets built.
// Pairs well with
