Company Scoreboard: Caliche Roofing
The money path. Ray spends on marketing, marketing produces qualified residential leads, Marco's team runs estimates and closes signed contracts, Luis's crews complete the jobs, Dana invoices within 24 hours of completion, Dana collects from homeowners and insurance carriers, and cash lands in the bank.
Wrinkle. Insurance jobs follow carrier timelines, not net 30. A supplement approval or a slow adjuster can push collection past 50 days after completion. Retail jobs collect faster but are a smaller share of revenue. The board will track both streams separately in receivables once the split is in place.
The board
| Function | Owner | Key number | Current | Target | Leading indicators |
|---|---|---|---|---|---|
| Marketing (money out) | Ray | Qualified leads per week (insurance + retail) | not tracked yet | set after the first two weeks | Ad spend on plan (Y/N), campaigns live, cost per lead |
| Sales and estimating | Marco | Signed contracts per week, with average job value | not tracked yet | set after the first two weeks | Estimates run, appointments held, close rate by type (insurance vs retail) |
| Production and delivery | Luis | Jobs completed on time and on budget (% of jobs closed that week) | not tracked yet | set after the first two weeks | Jobs started on schedule, active backlog, materials confirmed before start |
| Invoicing | Dana | % of completed jobs invoiced within 24 hours | not tracked yet | 95% | Completed jobs not yet invoiced (count and days since close) |
| Receivables | Dana | Days sales outstanding (DSO), blended across retail and insurance | 38 days | Retail under 30 days, insurance under 50 days | Invoices past due by age bucket, promises to pay this week, supplements pending carrier |
| Money in (spend) | Ray | Marketing spend this week vs plan | not tracked yet | On plan | Materials cost vs estimate per job (Luis), payroll on budget (Dana) |
| Money landed (bank) | Ray / Dana | Cash in bank vs floor | not tracked yet | Ray sets the floor | Cash due in next 30 days, payroll and materials committed out |
Gaps
Marketing has no dedicated owner below Ray. Ray owns marketing today and it is in his role by design this quarter. The board carries it, but until a marketing hire or vendor is in place, this number has no one watching it when Ray is on a job site. This is a known gap from the goals doc, flagged for Q3.
Bank floor is not set. The goals doc shows six weeks of operating cost today, with a target of two months. The owner has not confirmed what number he actually sleeps well at. The bank row cannot have a real target until that number exists. Leave it blank until Ray sets it.
Receivables are not yet split by stream. The 38-day DSO is a blended number across retail and insurance today. Separating the two is the first tracking step Dana takes after this board goes live. Until the split exists, the single blended number is the baseline and 38 days is where the conversation starts.
Current values are not tracked yet across most functions. The scorecards confirm this. The first job for Dana and Marco is to establish baselines in weeks one and two before any target conversation is meaningful.
Review rhythm
Weekly (owner, 15 minutes, Monday morning). Ray looks at the board before anything else. If a number is red or blank, the owner of that number has already sent a note: the number, what they think is happening, and what they are doing about it. Ray does not chase the number. The owner of the number sends first.
Monthly (full team, 30 minutes). Ray, Marco, Luis, and Dana review the board together. Each function owner reports their key number, one thing that moved it, and one thing that is in the way. No slide decks. The board is the agenda.
The escalation rule. When any number on this board is off on a Tuesday morning, the person whose name is on it sends Ray a message before Ray asks: the number, the situation as they see it, and what they are going to do about it. This is not a blame report. It is the signal that the system is working.
Vacation test. If Ray is unreachable and sees only this board, he knows whether to pick up the phone and exactly who to call. If a number being off would not tell him who to call, it does not belong on this board. It belongs on a department board.
Next boards
Dana: Billing and Collections board. Dana owns two key numbers on the company board (invoicing speed and DSO by stream). Each of those has four or five sub-numbers underneath it. A department board gives Dana the full picture without cluttering the top board. First priority after the company board is live.
Marco: Sales Pipeline board. The company board shows signed contracts and close rate. Marco's department board goes deeper: open estimates by age, job type, estimator, and next action. The quarterly priorities doc already describes this as the Monday pipeline report. The department board formalizes it.
Luis: Production board. Jobs completed on time is the key number on the company board. Luis's department board tracks crew by crew: jobs started on schedule, materials confirmed, rework calls, and backlog by week. This becomes essential when crew four comes on.