The business question
How could performance be compared and rolled up consistently?
A service team can deliver on time and keep a client satisfied while losing money on the account. Performance measures needed to reflect these dimensions together.
Teams used different scoring methods, so results could not be compared or combined into a consistent management view.
- My contribution
- KPI architecture, scoring logic and CRM measurement design
My approach
From the source data
to a commercial answer.
Define performance at each level
I established what each level needed to measure across client outcomes, execution, relationships and financial performance.
Connect the scoring
I built vertical, firm and group indices with explicit metric weights, owners and review frequencies.
Connect measurement to delivery
I specified CRM fields and review structures so performance data could be captured as work progressed.
Data used in the analysis
- Client KPI attainment
- Systems adherence tracking
- On time delivery data
- Sales pipeline data
- Finance collection performance
- CRM tracking fields
The recommendation
Use connected indices with defined ownership
Use consistent scoring from individuals through departments and business units to the company. Give every measure a definition, a weighting, an owner and a review date.
What I delivered
- Vertical, firm and group index structures
- Department and executive scorecards
- Performance review structure
- CRM measurement fields
- Scoring formulas and calendar
The outcome
What changed
for the business.
The framework became the foundation for scorecards, reviews, CRM measurement and management dashboards, with one consistent definition running through all of them.
The three indices cover vertical, firm and group performance. They describe the framework delivered, with consistent definitions across scorecards and reviews.
Explore an illustrative exampleA simplified view of the approach, using example figures.
This example explains the method. The figures are illustrative and should be read separately from the project outcome.
Performance Rollup
Same logic, every level- Client KPI attainment84
- Systems adherence71
- On time delivery88
- Relationship quality79
- Finance collection66
- Pipeline health81
Every input has a formula, a weighting and a named owner. That is what stops a review becoming a negotiation.
Let’s work on it
What decision
is on your desk?
Tell me what you’re trying to decide, what feels unclear and when you need an answer. We’ll start with a short conversation.
Direct collaboration · Scoped engagements · Fixed fees