KPI design

Usually too many metrics with no clear owner or decision attached. We start narrow on purpose, at six to ten metrics, so the dashboard stays something people actually open.

For most businesses, yes, since a remittance coming due changes near term cash decisions the same way an overdue receivable does, even though it is a compliance item rather than a sales metric.

The metrics themselves rarely differ by province; the underlying data sometimes does, particularly around payroll deductions and sales tax treatment, and we build the dashboard to reflect that.

We review the set on a regular cadence and retire anything that no longer changes a decision, rather than letting the dashboard grow indefinitely.

A working set of KPIs chosen for your business model and stage, and a written definition for each metric so it is calculated the same way every time. This work runs inside Google Sheets or Excel, whichever your business already has in place, and it rolls into your regular monthly close rather than sitting off to the side as a separate, unreconciled process.

Fewer than most businesses start with. We typically land on 6 to 10 metrics that map directly to a decision you make regularly.

Where your accounting and operating systems support it, yes. Where they do not, we build a simple manual update into the monthly routine.

Yes. A restaurant group tracks different numbers than a SaaS company. We start from what drives your specific business, not a generic template.

Pricing for kPI design depends on your transaction volume, the software you use, and how much cleanup is needed before ongoing work starts. Current ranges are published on the pricing page, and your exact fee is confirmed in writing before anything begins.