The challenge
As ACE Australia grew, its operations became more complex. Leaders found it hard to keep track of sales, who was working on what, and where work was getting stuck, while it was happening. They also needed reliable cash flow projections and a way to catch problems early in the sales pipeline.
What we built
We began by reviewing ACE's operations and sales process to work out which questions each person needed answered. Good dashboards start there.
We then built two sets of dashboards. The sales team saw leads, conversions and potential problems as they happened, so they could act before a gap opened in the pipeline. The management team saw workload, bottlenecks, resource limits and pipeline issues. We also connected analytics tools to project cash flow and estimate growth.
Key features
- A sales dashboard showing leads, conversions and trouble spots as they happen
- A management dashboard showing workload, bottlenecks and resource limits
- Pipeline issues flagged early
- Cash flow projections
- Growth estimates for planning
Results
ACE Australia's leaders could see operations and sales as they happened. Bottlenecks were spotted and fixed earlier, by about a week in our estimate. Weekly management reporting took about 70% less time, because the numbers were already on screen. Leadership had cash flow projections and growth estimates to plan from. Figures marked ~ are estimates, not audited measurements.
Figures marked ~ are estimates, not audited measurements.
Why it matters
Sales staff and managers ask different questions. The sales team needs to see leads and conversions, and managers need to see workload and where work is piling up. Separate dashboards gave each group the numbers it acts on.