what's inside the KPI dashboard
Five sheets in XLSX - cover plus four working sections. Dashboard is sharpened for a marketing or production agency 5-50 people with a service model (not SaaS), but most metrics carry over to SaaS businesses with slight adaptation.
- Cover. What's inside, how to fill it out, license.
- Funnel. Sales funnel broken down by month: leads → MQL → SQL → paying, plus CR at each stage. Plan-fact.
- Unit economics. CAC, ACV, LTV, LTV/CAC, payback, gross margin. Quarter by quarter with a target for the next two quarters. C agency standards.
- Finance. MRR of the beginning / end of the month, new MRR, expansion MRR, churn MRR, ARR, Net Revenue Retention, logo churn. Monthly for 6 months ahead.
- Team. FTE production, disposal, revenue on FTE, NPS clients, eNPS teams, bench%.
why is it structured this way?
Four sheets answer four questions that the manager the agency must have a response every Monday.
- “Do we have enough leads?” - Funnel. If SQL is not grow with FTE, bottleneck at the top of the funnel.
- “Are customers getting paid?” — Unit economics. LTV/CAC ≥ 30 and payback ≤ 1.5 months - a healthy agency model. Less - We lose money on attraction.
- “Is revenue growing sustainably?” - Finance. NRR≥ 100% means that the business is growing even without new clients. This the main signal is “do you like the product”.
- “Won’t production break down?” - Team. Recycling above 85% is a short road to burnout. eNPS is less 20 - the team will leave within six months.
I divided these four slices specifically so that the dashboard could be read by different people. people. The CEO watches “Finance” and “Team”. Sales Director - “Funnel”. CFO - “Unit Economics”. Operations Director - “Team”. There is no universal “one sheet with everything”, because different responsibility.
how to use the dashboard
- Step 1: First fill in the historical data. 6 months ago - minimum, 12 months - optimal. No story the dashboard will not show the trend.
- Step 2. Fix the calculation methodology. What is “lead”, what is “paying”, how is CAC considered (with marketing salaries or without). Write it down directly on the “Cover” sheet - you’ll forget it in 3 months.
- Step 3: Update once a week on Mondays. Not once a month “when the CFO asks.” The weekly rhythm gives early signals: if churn jumped 1.5 times in one month, you will recognize it in a week, not in 30 days.
- Step 4. Once a quarter - strategic session. Open up dashboard at a meeting with the management team. You walk along four sheets of paper, you look at trends, make 2-3 hypotheses for the next quarter. Without As a result, the dashboard degrades into a “report for show”.
- Step 5. Check the numbers with sources once a month. The dashboard lies when the data comes from memory, and not from CRM and accounting department Once a month, do an audit - check three random numbers with primary source.
what is NOT in this dashboard
- Cash flow forecast model. Dashboard about current ones metrics, not about liquidity forecast. Cash flow lives in a separate models at CFO.
- P&L for projects.Dashboard aggregates by business entirely. The project P&L is a separate document, it is built at the level operational management.
- Marketing funnel by channel. On the “Funnel” sheet — general funnel without breakdown by sources. Channel attribution lives in media plan.
- Expenses and P&L of the consumable part. Dashboard about metrics growth, not about cost management. EBITDA, OpEx, FOT are accounting and financial model.
which dashboards do I consider bad in RuNet?
- “KPI dashboard on one sheet” with 80 metrics. 80 metrics are impossible to read. I keep the bar at 20-25 metrics on 4 sheets of obvious grouping.
- Dashboards without target values. “MRR 3.5 million ₽” is a lot or a little? Without purpose and norm, a number means nothing. I'm everywhere I fix the “agency norm” and “goal Q2”.
- Dashboards without Net Revenue Retention. NRR - main indicator of sustainability. Without it, you can spend years thinking “we have everything.” good,” but in reality the business is dying from the inside.
- Dashboards without eNPS and team utilization. "Financial" an approach to an agency without regard to the team is guaranteed to lead to burnout and turnover. The team is a third of the capitalization service business.
A dashboard is not a “pretty table for an investor.” This is a tool which every Monday answers the question “what to do on this week." If you have never made a decision on your dashboard - it you can throw it away.
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