Over the course of my career, I’ve sat on a number of small-company boards. Looking back, it would have been nice if the managing directors had a baseline dashboard they could riff off of so as not to waste so much time on dash boarding. So the purpose of this document is to offer a baseline template dashboard that a start-up firm could use to update the board of directors. All the data would need to be filled in with real data, of course. And, the dashboard would have to be customized to meet the reporting requirements and operational uniqueness of the business. That said, baselines can save time and spark thought-threads. Remember that reporting should be for the sake of strategic enlightenment and to drive transparent discussions, and not for the sake of reporting. If anyone out there has some additional points of data they use effectively in their small-business management reporting , I’d love to hear about it!

1. GET OPERATIONALMETRICS
START-UP BOARD
OUT OF THE WAY SO YOU CAN
TALK STRATEGY
BY EXAMPLE
OPTICS

2. Over the course of my career, I’ve sat on a number of small-company
boards. Looking back, it would have been nice if the managing directors
had a baseline dashboard they could riff off of so as not to waste so
much time on dash boarding.
So the purpose of this document is to offer a baseline template
dashboard that a start-up firm could use to update the board of directors.
All the data would need to be filled in with real data, of course. And, the
dashboard would have to be customized to meet the reporting
requirements and operational uniqueness of the business. That said,
baselines can save time and spark thought-threads.
Remember that reporting should be for the sake of strategic
enlightenment and to drive transparent discussions, and not for the sake
of reporting.
If anyone out there has some additional points of data they use
effectively in their small-business management reporting , I’d love
to hear about it!

3. PERFORMANCE
DELIVER SUSTAINABLE RETURN ON INVESTMENT FOR SHAREHOLDERS AND INTERNAL INVESTMENTS FOR GROWTH
Click here for financials spreadsheet
(hyperlink removed)

4. PIPELINE
SUSTAINABLE, RISK-MANAGED, STRATEGICALLY ALIGNED PROFIT GROWTH
ACCOUNTS RECEIVABLES
METRIC VALUE (MAR 2012)
Total AR $401,160
AR Approaching due date $325,118
Aging < 30 days $50,570
Aging > 30 days $25,472
Project revenue to be billed within next 30 days $155,325
PIPELINE
ITEM VALUE CONFIDENCE ~CLOSE
Opportunity A $155,000 80% 3/29/2012
Opportunity B $529,000 75% 31/3/2012
Opportunity C $110,800 70% 3/28/2012
Opportunity D $45,000 70% 3/15/2012
Opportunity E $400,000 50% 4/2/2012
Opportunity F $178,500 50% 3/31/2012
Opportunity G $120,000 50% 3/31/2012
Opportunity H $81,000 40%
Opportunity I $33,000 40%
Opportunity J $134,000 40%
Opportunity K $55,000 30% 3/31/2012
Opportunity L $31,000 30%
Opportunity M $44,000 30%
Opportunity N $240,000 LEAD
Opportunity O $170,000 LEAD
Opportunity P $90,000 LEAD
PIPELINE METRICS
METRIC VALUE (MAR 2012)
Value in Pipeline $3,559,800
Value in pipeline > 70% $1,686,800
Value in pipeline > 50% $3,015,300
CASH BALANCE 2012 (By Forecast)
SALES VS. TARGETS

5. PRODUCT
PLANNED, CONTROLLED, DIFFERENTIATED, HIGH END, PORTFOLIO OF PRODUCTS & SERVICES VALUED BY CLIENTS
Product A
Product B
Product C
US$200,000
US$400,000
US$600,000
US$800,000
REVENUE BY PRODUCT LINE
PRODUCT / SERVICE A PRODUCT / SERVICE B PRODUCT / SERVICE C
STRATEGIC OBJECTIVES (2012)
A strategic objective should state how we develop our
product/service to better drive customer delight while
defensibly and sustainably differentiating from
competitors, given the product platform.
MARKET CONSTRAINTS & PRESSURES
• Competitor X doing Y
• Supplier capacity constraints forecasted for Q4
• Macroeconomic decline expected next year
STRATEGIC OBJECTIVES (2012)
Gather 'round people wherever you roam and admit
that the waters around you have grown. And accept
it that soon you'll be drenched to the bone
MARKET CONSTRAINTS & PRESSURES
• Competitor X doing Y
• Supplier capacity constraints forecasted for Q4
• Macroeconomic decline expected next year
STRATEGIC OBJECTIVES (2012)
So it's all come back round to breaking apart again.
Breaking apart like I'm made up of glass again. Making it up
behind my back again. Holding my breath for the fear of
sleep again. Holding it up behind my head again. Cut in
deep to the heart of the bone again. Round and round and
round and it's coming apart again. Over and over and over
MARKET CONSTRAINTS & PRESSURES
• Competitor X doing Y
• Supplier capacity constraints forecasted for Q4
• Macroeconomic decline expected next year
2012 INITIATIVE DUE
Build out mobile user interface 2012 Q3
Adding X feature for Y segment 2012 Q3
Redevelopment of payments module 2012 Q3
New packaging design review 2013 Q1
Blah 2013 Q1
Blah 2013 Q1
2012 INITIATIVE DUE
Build out mobile user interface 2012 Q3
Add X feature for Y segment 2012 Q3
Redevelopment of payments
module
2012 Q3
New packaging design review 2013 Q1
Blah 2013 Q1
Blah 2013 Q1
2012 INITIATIVE DUE
Build out mobile user interface 2012 Q3
Adding X feature for Y segment 2012 Q3
Redevelopment of payments module 2012 Q3
New packaging design review 2013 Q1
Blah 2013 Q1
Blah 2013 Q1

6. KEY MAN RISK
KEY MAN SUCCESSOR SUCCESSOR READINESS
John Locke Thomas Jefferson
Sigmund Freud Carl Jung
Lee Kuan Yew Lee Hsien Loonh
David Lee Roth Sammy Hagar
PEOPLE
WORLD-CLASS, ENGAGED WORKFORCE WITH THE RIGHT SKILLS AND WORKING IN STRATEGIC ALIGMENT
HEADCOUNT BY DEPARTMENT – 2012 (Forecast from September)
KEY PEOPLE METRICS
RAG METRIC (FEB & MAR 2012) VALUE TARGET
Average billing rate per headcount $650/day $720/day
Billable versus non billable headcount 73% 78%
Revenue per headcount $22,412 $24,000
ACCOMPLISHMENTS SINCE LAST REPORTING CYCLE
ACCOMPLISHMENT KUDOS TO…
Roll-out of ESOP Performance Management program Selena Sol
Roll-out of Insurance Benefits Jennifer Tachibana
Quarterly Corporate Celebration Lauryn Tachibana
Job Title review James Jamerson
Establishment of training program John Paul Jones
Completed build-out of senior management team across 3
departments plus Sales and Admin
Geddy Lee
NEXT STEPS
RAG INITIATIVE
Office relocation / refurbishment
Performance Management System
Documentation of Benefits
WATCH ITEMS
RISK IMPACT LIKELIHOOD CONTROL PLAN
Capacity restrictions slow
revenue or impact quality
Staff burnout impacts quality
Poaching causes key man risk
Induction of new joiners is not
good enough and client sat
tumbles
J F M A M J J A S O N D
Management 2 2 2 2 2 2 2 2 2 2 2 2
Sales & Marketing 2 1 1 2 2 2 2 3 3 3 3 3
Engineering 3 4 4 5 6 6 6 6 6 6 8 8
Projects 8 8 8 10 10 10 10 9 9 9 9 9
XYZ 6 7 7 7 9 10 11 11 11 11 11 11
Operations 2 4 4 3 3 3 3 3 3 3 3 3
Total 23 26 26 29 32 33 35 35 35 35 34 33

7. PROJECTS
DELIVER, REPEATABLE CLIENT DELIGHT & CONFIDENCE BY MANAGING PROJECT PERFORMANCE, RISK & RESULTS
ACCOMPLISHMENTS SINCE LAST REPORTING CYCLE
PROJECT ACCOMPLISHMENT KUDOS TO…
Project A
It would be fatal for the nation to overlook the urgency of the moment. This sweltering summer of the Negro's legitimate
discontent will not pass until there is an invigorating autumn of freedom and equality Martin
Project M
The world is very different now. For man holds in his mortal hands the power to abolish all forms of human poverty and all forms of
human life. And yet the same revolutionary beliefs for which our forebears fought are still at issue around the globe -- the belief
that the rights of man come not from the generosity of the state, but from the hand of God
John
Project T
What we are learning around the world is that if women are healthy and educated, their families will flourish. If women are free
from violence, their families will flourish. If women have a chance to work and earn as full and equal partners in society, their
families will flourish. And when families flourish, communities and nations do as well.
Hillary
INFLIGHT PROJECT STATUS
RAG PROJECT CRITICAL NEXT STEPS LEAD ~ENDING
Project A
Project B
Project C
Project D
Project E
Project F

8. PARTNERSHIPS
REVENUE GROWTH THROUGH POSITION-ALIGNED PARTNERSHIPS, GUIDED BY CLEAR WIN-WIN SYNERGY
CHANNEL / DISTRIBUTION PARTNERS
PARTNER STATE IMPORT CHANNEL PLAN (ACTION ITEMS)
Partner A
Channel partner plan should document what actions are being implemented to improve the state of the
relationships (or maintain it), especially for highly important (RED) relationships
Partner B
Partner C
Partner D
Partner E
Partner F
Partner G
DELIVERY PARTNERS
PARTNER STATE IMPORT PLAN (ACTION ITEMS)
Partner 1
Partner 2

9. PROFILE
DEFINE & CHAMPION PREMIUM BRAND, UNIQUE VALUE PROPOSITION, AND MARKET POSITIONING
ACCOMPLISHMENTS SINCE LAST REPORTING CYCLE
ACCOMPLISHMENT WHEN KUDOS TO…
Asia Financial Services Trade Fair
representation
20AUG Lauryn
Featured in The Martian Times 12AUG Mark
Speaking engagement at X Trade Show 2AUG Tien Rei
NEXT STEPS
INITIATIVE OWNER WHEN
Complete Sales Collateral MAR
Complete Website revamp with new branding
and messaging
APR
Internal communications of rebranding and Sales
and Marketing Function
MAR
Rollout Client Satisfaction survey process APR
Develop franchise plan DEC
Note to self: Might be good to include graphs of:
• Inbound & outbound marketing effectiveness
• Website hits and duration of visits
• Metric to demonstrate effectiveness of SEO program

10. SHARE THIS DECK
& FOLLOW ME(please-oh-please-oh-please-oh-please)
stay up to date with my future
slideshare posts
http://www.slideshare.net/selenasol/presentations
https://twitter.com/eric_tachibana
http://www.linkedin.com/pub/eric-tachibana/0/33/b53

11. CLICK HERE FOR
MORE!!!!