Reliable reporting starts with definitions, not dashboards. We write down exactly how each key number is calculated, name the system that holds the authoritative version, and design a weekly owner's view that ties back to your accounting. When the numbers agree, leadership meetings move from arguing about figures to deciding what to do about them.
Who this is for
- owners who receive different revenue or margin figures from the CRM, the job system and the accountant
- businesses that have bought a reporting tool and still export to spreadsheets every Monday
- leadership teams preparing for growth, financing or an eventual sale, where clean numbers matter
- companies that changed systems recently and lost confidence in historical comparisons
What is included
- KPI workshop. We agree the 8 to 12 numbers that matter to the owner and managers, and why.
- Definition sheet. For each KPI: the formula, what is included and excluded, the time basis, and the person accountable.
- Source mapping. The system of record for each input, how it gets there, and how often.
- Data quality check. A sample review of the underlying records, such as duplicate customers, jobs without values or missing dates.
- Reconciliation test. We compare dashboard figures for a closed month against the accounting records and explain every gap.
- Dashboard specification. Layout, refresh timing, thresholds and who receives it.
- Handover. A short guide for whoever maintains the reports.
Our owner KPI dashboard guide shows a worked example of a definition mismatch and how it was resolved.
Timeline
A typical engagement runs four to six weeks: one to two weeks for the workshop and definitions, one to two for source mapping and data checks, and one to two for reconciliation and the specification. If a build is needed, it follows, and we check it against the specification.
A worked example
Suppose a service business sees three revenue figures for September:
| Source | Figure | What it counts |
|---|---|---|
| CRM | $412,000 | Value of jobs booked in September |
| Job system | $386,000 | Value of jobs completed in September |
| Accounting | $371,000 | Invoices issued in September, before tax |
None of the systems is wrong; they answer different questions. The fix is a definition sheet stating that "revenue" on the owner's dashboard means invoiced value before tax by invoice date, with "bookings" and "completed work" reported separately under their own names. The $15,000 gap between completed and invoiced work then becomes a useful KPI in its own right: work done but not yet billed.
How results are measured
- the dashboard's revenue for a closed month matches accounting within an agreed tolerance
- the time spent preparing weekly reports, before and after
- the number of manual spreadsheet steps removed
- whether managers use the dashboard in meetings, checked at 60 days
What a good KPI definition contains
A definition sheet is only useful if each entry is complete. For every KPI on the owner's dashboard we record:
- Name and purpose. What decision the number supports.
- Formula. Written in words and, where useful, as arithmetic.
- Inclusions and exclusions. For example, whether credit notes, deposits or warranty work are counted.
- Time basis. Booking date, completion date, invoice date or payment date.
- Source system. Where the authoritative figure lives.
- Refresh timing. Daily, weekly or at month-end close.
- Accountable person. Who explains it when it moves.
- Threshold. The level that should prompt a conversation.
Eight lines per KPI may sound like bureaucracy. In practice it is what stops a leadership meeting from spending twenty minutes on whose number is correct.
Mistakes to avoid
- Choosing a tool before agreeing definitions. A new tool will faithfully display the old confusion.
- Too many metrics. A 40-tile dashboard rarely changes behaviour.
- No owner per KPI. Each number needs a person who can explain a movement.
- Never reconciling. If the dashboard never gets checked against the books, trust erodes quickly once someone spots a gap.
Reporting often follows a software selection or sits inside a wider digital roadmap. Fees are on the pricing page. Text (604) 632-4959 or call or email to talk it through.
Frequently asked questions
Do you build the dashboard?
We specify it: the KPIs, definitions, sources, refresh timing and layout. Your existing reporting tools, an in-house person or a vendor builds it, and we check the result against the specification.
Which reporting tool should we use?
Often the one you already have. Many accounting, CRM and field-service systems include reporting that is adequate once definitions are agreed. A separate reporting tool is worth considering only when you need to combine several systems.
How many KPIs should an owner track?
Usually 8 to 12 on the weekly view. More than that and the dashboard stops prompting decisions.
Why do our systems show different revenue figures?
Usually because each counts something slightly different: booked versus invoiced, before or after tax, by job date or payment date. Writing a definition for each figure resolves most of these disagreements.