THE PERFORMANCE STRAND
Performance turns effort into evidence. Evidence is then something you can track
Placeholder copy: the Performance strand helps teams define the right measures, review the right rhythm, and make better decisions before effort is wasted.
Use Performance when you need:
✓ Clearer success indicators
✓ Better operating cadence
✓ Faster diagnosis of weak signals
✓ Evidence-led decisions
✓ Commercial accountability that compounds
PERFORMANCE
Every stage has signals worth watching. Some tell you what is likely to happen, some tell you how the engine is running, and some tell you what has already happened.
Leading Indicators; you can influence today
The activities and behaviours that create future results. They give you an early view of whether performance is heading in the right direction — while there is still time to do something about it.
Operational Indicators; how system is working
The measures that tell you how effectively your commercial engine is running. They expose friction, bottlenecks and opportunities for improvement across the customer journey.
Lagging Indicators: the scoreboard
The outcomes that tell you what has already happened — revenue, retention, margin and growth. Essential for measuring success, but by the time they move, the actions that caused them have usually already happened.
Leading Indicator
Operational Indicator
Lagging Indicator
LOOP 1
ACQUIRE EFFICIENTLY
Find and engage the right opportunities, with lower cost and higher conversion.
1
Identify (ICP)
Are we targeting the right organisations?
ICP Fit Score
Target Account Coverage
Decision Maker Coverage
TAM Penetration
2
Attract (Awareness)
Are we creating interest from the right people?
Cost per ICP Lead
Website Conversion Rate
Lead Quality
Brand / Search Traffic
3
Engage (Conversations)
Are prospects engaging with us?
Response Rate
Meeting Acceptance Rate
Discovery Booked %
Email / Call Connect Rate
4
Qualify (Opportunities)
Are we working on deals worth winning?
Qualification Rate
Stage Conversion %
Opportunity Quality Score
Average Sales Cycle
5 · THE KNOT
Convert
Can customers confidently buy?
Win Rate
Proposal-to-Win %
Time to Close
Discount %
LOOP 2
RETAIN & GROW
Deliver value, increase customer lifetime value, and turn customers into advocates.
6
Onboard (Delivery)
Can customers realise value quickly?
Time to Value
Onboarding Completion %
Go-Live Success
Early Adoption
7
Realise Value (Success)
Are customers achieving the outcomes they bought?
Product Adoption
Health Score
QBR Completion
CSAT
8
Expand (Growth)
Are we growing existing customer value?
Net Revenue Retention (NRR)
Gross Revenue Retention (GRR)
Expansion ARR
Cross-sell / Upsell Rate
9
Advocate (Referral)
Would customers recommend us?
NPS
Referenceable Customers %
Case Studies Created
Referrals / Introductions
Lead with outcomes
Focus on the few metrics that predict the results your business needs.
Keep it simple
If it’s not clear, it won’t be used. Simplicity drives consistency.
Drive action
Every metric should inform a decision or action.
Align and share
One source of truth. Visible, transparent and accessible.
Review and adapt
Metrics evolve. Review regularly to stay focused on what matters.
AN EXAMPLE ENGAGEMENT
From reporting what happened to managing what happens next
There is plenty of data in the business — but surprisingly little of it helps management make better decisions today.
01
THE PROBLEM
Board packs contain revenue, ARR and EBITDA, while operational dashboards contain dozens of measures nobody consistently acts upon.
Problems therefore become visible in the financial results long after the opportunity to intervene.
02
THE ENGAGEMENT
Work backwards from the outcomes the business needs and identify the small number of leading indicators that genuinely drive them.
Establish clear definitions, ownership and reporting rhythms so data becomes a tool for the team rather than an administrative burden.
03
THE OUTPUT
→ Figure Eight KPI framework
→ Leading & lagging indicator set
→ KPI definitions and ownership
→ Commercial dashboard design
→ Weekly / monthly operating rhythm
→ Decision and intervention triggers
◷ TYPICAL ENGAGEMENT: 3–6 weeks · 1–2 days per week · CEO/CRO + RevOps/Finance