Job-Based Work
Gross margin by job type, average time from completion to payment, and the ratio of quoted work to won work.
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Every business turns on a handful of measures that matter more than the rest. The work is deciding which yours are, then keeping them in front of you.
Dashboards fail for a predictable reason. Somebody builds one with twenty-two metrics on it, nobody can hold twenty-two things in mind, and within a month it is a screen people click past on the way to something else.
The useful version has four or five numbers. Choosing them is the hard part, and it is a conversation about how your business actually makes money rather than a menu of available charts.
Gross margin by job type, average time from completion to payment, and the ratio of quoted work to won work.
Cost of goods as a share of revenue, stock turn, and waste or rework as a proportion of output.
Net movement in active members, average revenue per member, and the collection rate on recurring billing.
A good indicator has two properties. It moves before the outcome does, and somebody in the business can act on it. Revenue is neither. It tells you what already happened and no single action moves it directly.
Days to collect, quote conversion, margin by job type, capacity used against capacity available. Those move first and they connect to decisions somebody actually makes on a Tuesday.
Indicators go stale. A measure that mattered when you had two crews may be beside the point once you have six, and holding onto it crowds out the one you now need.
We revisit the set periodically rather than treating it as settled, and we are happy to retire a number that has stopped changing anybody's mind.
The reports and engagements that usually sit alongside this one.
The first conversation is about your business and where it stands, not a pitch.
Send it over and Cole will get back to you. Replies go out Monday to Thursday, 9:00am to 4:30pm Eastern.
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