Lock the commercial definitions
Define a qualified call, estimate opportunity, booked job, revenue date, and source-of-truth system. The scorecard fails if teams use the same label for different events.
- ✓Every metric has one owner and one system of record
- ✓Spam, vendors, recruiting, and existing-customer calls are excluded consistently
- ✓Revenue is reported using an agreed booked, invoiced, or collected date
Build the acquisition chain
Report the complete path in order: qualified visibility, organic visits, qualified calls or forms, estimates, wins, and booked revenue. Never present the first half without the second.
- ✓Brand and non-brand demand are visible separately
- ✓Calls and forms reconcile to CRM opportunities
- ✓Market and service-line dimensions use stable naming
Add the diagnostic layer
Pair outcomes with a small set of leading indicators so the team can explain movement and choose the next intervention.
- ✓Indexation and technical exceptions have an aging view
- ✓Priority services and markets have visibility coverage
- ✓Reviews, local evidence, conversion rate, and answer rate are tracked
Review exceptions before averages
Begin the meeting with missing data, sudden changes, low-answer markets, and service lines where demand cannot be fulfilled. Averages can hide the exact operating issue that needs attention.
- ✓Every material exception has a named owner
- ✓Capacity constraints are documented beside demand metrics
- ✓Attribution uncertainty is stated instead of smoothed away
Commit the next operating move
End with no more than three actions tied to a specific commercial constraint. More reporting is not the output; a better decision is.
- ✓Each action has a due date and acceptance criteria
- ✓The expected leading indicator is stated
- ✓Completed actions are reviewed against the original hypothesis