Instructions:

This KPI Dashboard was created for a small manufacturing business, but you can modif

Guys....
The data in this file flows in this direction
1)Data tab. 2) Staging tab 3) Dashboard
This means that when you edit this file, you need to start from the "D
How to use this Dashboard, if you are not adding new KPIs:
1) Raw Data: Replace raw data in the "Data" Tab with your own data
2) Set your Targets, on the "Data" tab: Replace the targets with your own. To come up
3) Conditional Formatting: In The Dashboard tab, the big tiles are using "Conditional fo
4) Ready! Now check the "Dashboard" tab and change the months from the drop down
5) Check The Results: The cell colors will change to indicate whether the KPI result is go
Troubleshooting tip: If after you make a few changes, you get KPI results that are not logical, che

How to use this Dashboard, if you want to adding new KPIs:

Purchase the Full Version to see all KPIs + video lectures on ho

This file is meant to get you started. Use your imagination on what other metrics you can display

Bill Hanna, CPA

 t you can modify it to suite almost any type of business

t from the "Data tab" and then check the "Staging tab" and your final stop is

wn. To come up with the targets, have discussions with your team to decide on what's optimal
g "Conditional formatting" to be green when you meet the Target, and red when you miss the ta
m the drop down menu in cell D4
he KPI result is good or bad; Pink is bad and Green is good. This is based on the targets we set in
re not logical, check your formulas in the "Staging Tab" making sure each formula pulls from the right row

ctures on how to add new KPIshttps://thefincontroller.com/p/controller-

cs you can display using this template. Go Get'em!!

your final stop is the Dashboard tab

de on what's optimal for your company. The targets used here are based on my own experience
when you miss the target. Don't forget to modify the Conditional Formatting setting to accomm

the targets we set in the "Staging" Tab, so feel free to change the target as needed
pulls from the right rows from "Data" tab

om/p/controller-kpi-dashboard-one-kpi-dashboard-to-run-a-business
n my own experience
ng setting to accommodate your new target

needed

n-a-business
For the month of Jul-21 <-- Change mo
If you select a future month you will get #DIV/0! Error

Purchase the Full Version to see all KPIs + vid

Revenue
Revenue vs. Budget

$ 3,543,122
Revenue
Budget $ 4,599,936 Vs. Prior $ 3,221,020
Month

Opex
Operating Expenses vs. Budget
DSO (Days Sales Outstanding)
Read more…

34
Vs. Prior
Target DSO 35 Month
33
Current Ratio
Read more…
Change month How To read:
1) Change month from drop down menu <--
2) Results are color-coded

Profit & Loss

all KPIs + video lectures on how to add new KPIshttps:

Gross Margin
Gross Profit divided by Revenue

Net Income
 Balance
DPO (Days Payables Outstanding)
DPO should be higher than DSO (Pay slower than you collect)
from drop down menu <-----
or-coded Green = Meets Target

Loss
dd new KPIshttps://thefincontroller.com/p/controller-kp

Customer Churn % of Revenue

Revenue Lost Revenue divided by total Revenue

CAC (Customer Acquisition Cost

Read more….
 Balance Sheet
anding) Non-Current AR %
ower than you collect) AR balance that's past due
 Pink = Off Target

om/p/controller-kpi-dashboard-one-kpi-dashboard-to-ru

n % of Revenue
divided by total Revenue

r Acquisition Cost)
Read more….
AR % Cash
ance that's past due AR balance that's past due
alance that's past due
1) Working Capital Efficiency Category Jan-21 Feb-21
Account Receivables $2,800,000 $2,940,000
Revenue $2,000,000 $2,200,000
# of days 31 28
DSO (Days Sales Outstanding) 43 37

2) Sales KPIs

Revenue $2,000,000 $2,200,000

Revenue Budget $2,000,000 $2,400,000
Gross Profit $1,100,000 $1,120,000
Gross Margin 55% 51%
Net Income $349,500 $357,490

Targets Target Gross Margin 50.0% 50.0%

Target DSO $35 $35
Target Net Income $384,450 $393,239
 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21
$3,087,000 $3,241,350 $3,403,418 $3,543,122 $3,897,434 $4,287,178
$2,420,000 $2,662,000 $2,928,200 $3,221,020 $3,543,122 $3,897,434
31 30 31 30 31 31
40 37 36 33 34 34

$2,420,000 $2,662,000 $2,928,200 $3,221,020 $3,543,122 $3,897,434

$2,880,000 $3,456,000 $3,801,600 $4,181,760 $4,599,936 $4,829,933
$1,124,000 $1,106,800 $1,061,960 $981,532 $1,079,685 $1,187,654
46% 42% 36% 30% 30% 30%
$330,865 $281,508 $202,903 $87,022 $177,730 $278,179

50.0% 50.0% 50.0% 50.0% 50.0% 50.0%

$35 $35 $35 $35 $35 $35
$363,951 $309,658 $223,193 $95,724 $195,503 $305,997
 Sep-21 Oct-21 Nov-21 Dec-21
$0 $0 $0 $0
$0 $0 $0 $0
30 31 30 31
0 0 0 0

$0 $0 $0 $0
$5,071,429 $5,325,001 $5,591,251 $5,870,814
$0 $0 $0 $0
#DIV/0! #DIV/0! #DIV/0! #DIV/0!
$0 $0 $0 $0

50.0% 50.0% 50.0% 50.0%

$35 $35 $35 $35
$336,597 $370,257 $407,282 $448,011
 Put in your company's data b

Category Jan-21 Feb-21 Mar-21 Apr-21 May-21

Income Statement Data (Actual)

Revenue $2,000,000 $2,200,000 $2,420,000 $2,662,000 $2,928,200
COGs $900,000 $1,080,000 $1,296,000 $1,555,200 $1,866,240
Gross Profit $1,100,000 $1,120,000 $1,124,000 $1,106,800 $1,061,960

Opex $600,500 $612,510 $643,136 $675,292 $709,057

Sales & Marketing Expenses $550,000 $650,000 $689,000 $730,340 $774,160
Interest Expense 80,000 80,000 80,000 80,000 80,000
Depreciation Expense 30,000 30,000 30,000 30,000 30,000
Tax Expense 40,000 40,000 40,000 40,000 40,000
Net Income 349,500 357,490 330,865 281,508 202,903

Customer Churn Lost Revenue $ 22,000 $ 24,200 $ 26,620 $ 29,282 $ 32,210

# of new customers 40 45 33 21 65

Balance Sheet Data (Actual)

Cash $500,000 $857,490 $1,188,355 $1,469,862 $1,672,765
Account Receivables $2,800,000 $2,940,000 $3,087,000 $3,241,350 $3,403,418
Past due Accounts Receivables $150,000 $140,000 $122,500 $111,500 $45,000
Inventory $3,000,000 $3,090,000 $3,182,700 $3,278,181 $3,376,526
Current Assets $6,300,000 $6,887,490 $7,458,055 $7,989,393 $8,452,709
Property, Plant & Equipment $1,000,000 $970,000 $940,000 $910,000 $880,000
Total Assets $7,300,000 $7,857,490 $8,398,055 $8,899,393 $9,332,709
Accounts Payable $1,530,000 $1,836,000 $2,203,200 $2,643,840 $3,172,608
Accrued Liabilities $765,000 $918,000 $1,101,600 $1,321,920 $1,586,304
Current Liabilities $2,295,000 $2,754,000 $3,304,800 $3,965,760 $4,758,912
Long Term Debt $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
Total Liablitites $5,295,000 $5,754,000 $6,304,800 $6,965,760 $7,758,912
Shareholders' Equity $2,005,000 $2,103,490 $2,093,255 $1,933,633 $1,573,797
$0 $0 $0 $0 $0
Budget/Target
Revenue Budget $2,000,000 $2,400,000 $2,880,000 $3,456,000 $3,801,600
OPEX Budget $550,000 $577,500 $606,375 $680,000 $662,162
Target Gross Margin 50% 50% 50% 50% 50%
Target Churn % 1.5% 1.5% 1.5% 1.5% 1.5%
Target CAC $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000
Target DSO 35 35 35 35 35
Target DPO 50 50 50 50 50
Target Non Current AR 3% 3% 3% 3% 3%
Target Current Ratio 1 1 1 1 1
Target Debt/Equity Ratio 7 7 7 7 7
Target Interest Coverage Ratio 5 5 5 5 5
Target Cash $860,000 $850,000 $1,600,000 $1,800,000 $1,900,000
Target Net Income $ 384,450 $ 393,239 $ 363,951 $ 309,658 $ 223,193
ur company's data below

Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21

$3,221,020 $3,543,122 $3,897,434

$2,239,488 $2,463,437 $2,709,780
$981,532 $1,079,685 $1,187,654 $0 $0 $0 $0

$744,510 $751,955 $759,474

$820,610 $886,259 $868,534
80,000 80,000 80,000
30,000 30,000 30,000
40,000 40,000 40,000
87,022 177,730 278,179 0 0 0 0

$ 35,431 $ 37,203 $ 39,063

45 50 33

$1,759,788 $1,937,518 $2,215,697

$3,543,122 $3,897,434 $4,287,178
$400,000 $440,000 $85,744
$3,477,822 $3,582,157 $3,689,622
$8,780,732 $9,417,109 $10,192,497
$850,000 $820,000 $790,000
$9,630,732 $10,237,109 $10,982,497
$3,807,130 $4,187,843 $4,606,627
$1,903,565 $2,093,921 $2,303,313
$5,710,694 $6,281,764 $6,909,940
$3,000,000 $3,000,000 $3,000,000
$8,710,694 $9,281,764 $9,909,940
$920,037 $955,345 $1,072,556
$0 $0 $0

$4,181,760 $4,599,936 $4,829,933 $5,071,429 $5,325,001 $5,591,251 $5,870,814

$695,270 $716,128 $723,289 $1,074,191 $1,084,933 $1,611,287 $1,627,400
 50% 50% 50% 50% 50% 50% 50%
1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5%
$ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000
35 35 35 35 35 35 35
50 50 50 50 50 50 50
3% 3% 3% 3% 3% 3% 3%
1 1 1 1 1 1 1
7 7 7 7 7 7 7
5 5 5 5 5 5 5
$1,846,810 $2,100,000 $2,493,877 $2,743,264 $3,017,591 $3,319,350 $3,651,285
$ 95,724 $ 195,503 $ 305,997 $336,597 $370,257 $407,282 $448,011
Liquidity Ratios Purpose: To measure.....

Ability to meet short-term

Quick Ratio obligations using "Quick" to
liquidate assets

Ability to meet short-term

obligations using its current assets

Current Ratio

The number of days it takes to

Days Sales Outstanding convert sales to cash

Other KPIs Purpose: To measure.....

the relative proportion of

Debt/Equity Ratio shareholders' equity in debt used to
finance a company's assets
 How many times can cover interest
Interest Coverage Ratio payment from earnings in a given
period

CAC (Customer Acquisition CoAverage cost to acquire a customer

 Formula How to Interpret

Needs to be higher than 1 to

indicate company has enough
Current Assets (-) Inventory / Current Liabilities
"Quick" funding to meet short-
term obligations

Needs to be higher than 1 to

indicate company has enough
funding to meet short-term
obligations
Current Assets / Current Liabilities

Should be between 30 - 45 days

as a standard avg days across
industries
Accounts Receivable / Credit Sales x # of days
in period

Formula Explanation

If a company uses say, ~5.4x

more debt than stock sales to
finance its business. This could
Liabilities / Equity
be a sign of too much leverage,
but might be ok if taking
advantage of low interest rates.
 Indicates the company can cover
EBIT (earnings before interest and tax) / Interest
its interest payment x times over
Expense
from its earnings

Average cost to acquire a

Sales & Marketing Cost / # of new customers
customer
 How to improve
Three of the most common ways
to improve the quick ratio are to
increase sales and
inventory turnover,
improve invoice collection
period, and pay off
liabilities as early as
possible

Collect cash faster and pay off

liabilities.
Sell off unproductive Assets
Get more financing via equity
(selling shares) rather than debt

Invoice customers often and

soon after sales are made
Collect cash faster
Try to shorten payment terms in
new customer agreements to 14
or 21 days rather than 30/45 days

Get more financing via equity

(selling shares) rather than debt
Get more financing via equity
(selling shares) rather than debt
Reduce operating expenses

Use SEO (Search Engine

Optimization)
Reduce pace of Sales and
Marketing hiring