Reporting & dashboards
A scoreboard that
matches reality.
When two reports give two answers, another dashboard will not solve the problem. Start with definitions and the data underneath them.
Recognize the problem
What this solves.
- Leadership does not trust the dashboard
- Revenue is visible, job margin is not
- Teams disagree about the same KPI
- The month-end result keeps surprising you
Concrete deliverables
What gets built.
- KPI definitions and accountable owners
- Data quality and required-field rules
- Pipeline, lead flow, and forecast reporting
- Financial visibility where the engagement requires it
- Documentation and an operating review rhythm
Inside the reporting
See what your reporting
should answer.
Explore three operating questions. Each view connects the number to its source, definition, and the decision your team needs to make.
Sales
Do we have enough qualified work moving forward?
Qualified open pipeline expected to close in 60 days
Coverage is $120k below target. The team needs verified next steps on qualified opportunities.
Decision this supports
Give every active deal a next step.
Review stalled proposals, confirm decision dates, and remove deals that are no longer qualified. Rebuild the coverage plan from that review.
Operations
Can we deliver the work we are selling?
Committed delivery hours over the next two weeks
470 of 500 available hours are committed. The schedule leaves too little room for delays or rework.
Decision this supports
Create room before adding work.
Move two flexible jobs with customer approval. Sales confirms available start dates with production before making new commitments.
Operations + Finance
Is the work producing the margin we planned?
Gross margin on work completed this week
Gross margin is 3 percentage points below target. Review the jobs behind the average before changing pricing.
Decision this supports
Find where the margin moved.
Review estimated versus actual labor and materials with finance. Check the next five jobs against the agreed margin floor before release.
The report is part of the build. For ongoing leadership, see how these measures feed into a weekly operating review.
Discuss a reporting projectHow the work gets done
Diagnosis is the start.
We stay for the build.
Find what actually breaks.
Map how leads, work, and money move. Separate the symptom from the process causing it.
Fix it in the business.
Build the workflows, CRM structure, and reporting around the way your team needs to operate.
Put ownership behind it.
Train the team. Document the process. Give someone responsibility for the numbers that show whether it works.
Questions before the build
Can you build HubSpot dashboards?
Yes. The groundwork matters just as much: consistent definitions, reliable properties, and ownership that keeps the data clean.
Is Financial Fitness the same service?
No. Financial Visibility builds financial instruments and reporting. Financial Fitness is a six-week working sprint that teaches roofing owners to use their financial information.
Find the gap.
Build the fix.
A 30-minute conversation about what needs to work better in your business.