An editable Excel workbook that gives the leadership team one weekly view of revenue, margin, cash, pipeline, customers, delivery, initiatives, and accountability, with status colors that show where to spend the meeting.
What’s inside
Pick the week, and the dashboard shows each metric against target with a status of On track, Watch, or Off track. Formulas, status colors, and charts update on their own. Yellow cells are where your numbers go.
Sample data only. Every figure, customer, deal, initiative, and action in the workbook is fictional and included only to show how it works. Replace it with your own numbers before use.
Download
Works in Microsoft Excel. Also opens in Google Sheets and Apple Numbers, though some formatting may differ.
Download the templateThe metrics
Full definitions and formulas are on the Definitions tab. Status thresholds are on the Targets tab, so you can set them to match your plan.
| Area | What it measures | How to use it in the meeting |
|---|---|---|
| Revenue vs. budget | Weekly revenue and quarter to date, against budget. | Look at quarter to date before the single week. One week is noise; three in a row is a trend. |
| Gross margin | (Revenue − cost of revenue) ÷ revenue. | A drop of a point or two is usually pricing, mix, or delivery overruns. Find out which, and whether it’s one customer or broad-based. |
| Operating profitability | Gross profit minus operating expenses, as a share of revenue. | Checks that growth isn’t being bought with overhead. Use the 4-week average; weekly costs are lumpy. |
| Cash and runway | Ending cash each week, and months of runway at the average burn of the last four weeks. | If runway falls below your minimum, it goes to the top of the agenda with owners and dates. |
| Pipeline and forecast | Weighted pipeline ÷ next-quarter bookings target, plus weekly bookings. | Low coverage this quarter is next quarter’s revenue miss. Check for stale deals before trusting it. |
| Customer retention and concentration | Customer and net revenue retention over 12 months; largest and top-five customer share. | Review every lost customer briefly. Revisit concentration mitigation quarterly. |
| Operational delivery | On-time delivery % and customer escalations per week. | Discuss the exceptions, not the average. The same type of escalation twice is a process problem. |
| Strategic initiatives | Share of initiatives On track or Complete. | Spend time only on what’s At risk or Off track, and ask what the owner needs from the team. |
| Executive accountability | Open actions past their due date. | Review overdue items first every week. Persistent overdue actions are a priority problem, not a reminder problem. |
Using it each week
Have one person update the workbook by the same time every week, and send it before the meeting. Then use a fixed agenda:
Clear the sample figures in the yellow cells, enter your opening cash and week-ending dates, set your thresholds on the Targets tab, and replace the owner roles with names.
Rename any metric or owner. To swap a metric, change its label on the Dashboard and point its formulas at a different Weekly Data column. If a metric hasn’t changed a decision in a quarter, replace it.
Perspective
A weekly scorecard is only useful if the same people look at it at the same time every week, and leave with decisions and owners.
A simple workbook reviewed every Monday will do more for a business than a sophisticated reporting system that gets opened once a month.
Don’t spend a month configuring it. Enter last week’s numbers, set rough targets, and use it in your next leadership meeting.
After four weeks, cut the metrics nobody discussed and add the one you wished you’d had.
Next step
These resources are designed to help you identify opportunities and move your business forward. If you’d benefit from an experienced operator’s perspective, I’m happy to compare notes.