Today all three Looker dashboards are a single 11–25 page oversight tool that everyone opens and almost nobody acts on. The redesign keeps the strong bones — pipeline funnels, readiness scores, target-vs-actual — and re-frames them into Manager, Team and Rep views, so each person lands on the five numbers that change their behaviour. Departments stay fully separate; only IT's build layer is shared.
"My pace, my rank, my deals closing this week." Personal-best framing drives the daily open.
Leaderboard, activity spread, outliers. The view a manager runs the room from.
Funnel health, forecast, at-risk rollup, attribution. The pipeline-review screen.
A view tier is a different question being asked of the same data — not the same page with the team rows hidden. Each department below uses this spine, with the "rep" role mapped to that department's actual front-line owner.
Few numbers, personal framing, this-week actions, my rank & gap-to-next.
Leaderboard, activity vs target spread, outliers, coaching prompts.
Funnel health, forecast, at-risk rollup, attribution — the pipeline-review screen.
A filter hides the team — it doesn't reframe a 25-page oversight tool. It strips out the two things that actually motivate a rep: rank and gap-to-next.
Density and priority invert: a manager wants spread and outliers; a rep wants my pace, my deals closing, my activity vs target. Streaks, movement and personal bests have to be designed, not filtered.
Row-level security still scopes a rep to their own rows — that's plumbing. On top of it we build a genuinely different layout: fewer tiles, personal verbs, a leaderboard the rep sits inside, and the one action queue for today.
Same data source, three deliberately different pages. The view switch in the mockups below is exactly that mechanism.
The offshore acquisition team books C-suite delegates onto flagships and dinners. The dashboard borrows the sales skeleton (Active/Stalled Pipeline, "Closed Opps", deal grades) but the real job is registration health — and the headline story, a 444 drop-out vs 357 arrived, is buried in a single tab.
The dashboard borrows the sales skeleton — Active/Stalled Pipeline, "Closed Opps", deal grades — for an acquisition job. Six time-toggles (D/W/M/Q/Y/All) reproduce the same tables, and the headline story (drop-out) is buried in one tab. Every nav section, audited:
| Section | What it shows today | Verdict | What changes & for whom |
|---|---|---|---|
| Performance | Closed-opps count (1,145), Type & Grade by rep, rejection-reason bars — plus a null rep row. | Re-frame | Rejection reasons become a Team coaching board; grade quality goes to Manager. Team + Manager |
| Productivity | New Opps / Advances today-vs-yesterday with deal points; campaign feed; D/W/M/Q/Y/All toggles. | Re-frame | Rep "my pace today vs target"; collapse the six time-toggles to one period picker. Rep view |
| Outreach Tools | Google 36.6K, Dials 13K, SMS 2K, Meetings 965, InMails 48K, Messages 25K, Credits 33K; per-rep/day; Google Secondary Emails all-null. | Fix | Keep volume on Team; remove the dead Secondary-Emails table. Team view |
| Reg Targets | Registrations by event Target (210) vs Actual; Type & Region pies; record count 1,268. | Keep | Colour each bar by % of target → a Manager attainment grid. Manager view |
| Event Targets | Reg 210 / onsite 120 vs actual; Type & Status pies; Grade / Rep / Peer-group breakdowns. | Keep | Add reg→arrived conversion and a quality-mix row. Manager view |
| Registration | Six status tabs — Pending 1 / Hold 28 / Approved 451 / Problem 37 / Arrived 357 / Drop-out 444. Reg-Pending chart broken (0–1 axis). | Fix | The drop-out funnel becomes the Manager hero; fix the broken chart. Manager view |
| Active Pipeline | Open 1,710 / Closing 20 / Committed 17; stages Lead 62 / Chasing 735 / Pitched 232. | Keep | Rep "my closing & committed this week"; Manager funnel. Rep + Manager |
| Stalled Pipeline | Overdue Leads 59 / Overdue Active 633 / Stalled 770 / Past-Due Commits 499. | Re-frame | Manager owner-list; Rep "my overdue to clear" — 770 stalled is large. Rep + Manager |
| Closed Opps | Secured / graded delegates by rep, in sales vocabulary. | Re-frame | Rename "Delegates Secured"; show Rep grade mix. Rep view |
| Sponsor List | Reference list of confirmed sponsors per event. | Keep | Keep as reference; no tier split needed. Reference |
| Rebook | Rebooked delegates / repeat attendance reference. | Keep | Keep, and wire into the Partner renewal context. Reference |
"Rep" here is the acquisition rep (e.g. Auron Hoxha). Click the tiers to see the same registration data re-framed for each person.
The screen for a registration review: where is each event against target, and where are delegates leaking out.
| Event | Gold | Blue | Green | Red |
|---|---|---|---|---|
| London May | 6 | 63 | — | 25 |
| SF Apr | 3 | 52 | — | 38 |
| Chicago Jun | — | 4 | 4 | — |
What a team lead runs the daily stand-up from: who's pacing, and why delegates are saying no.
| Rep | NB | Rebook | Total | vs target |
|---|---|---|---|---|
| Auron Hoxha | 255 | 76 | 331 | +62% |
| Morgan Pinnell | 110 | 136 | 246 | +18% |
| Jake Hanbury | 93 | 68 | 161 | −4% |
| Leke Vranica | 66 | 40 | 106 | −12% |
| Shuki Dema | 64 | 29 | 93 | −31% |
| Etrit Jakupi | 69 | 14 | 83 | −38% |
Five numbers, personal framing, and one action queue. This is what makes a rep open the dashboard before their manager asks.
Replace the six status scorecards with one Pending→Approved→Arrived funnel showing Problem (37) + Drop-out (444) as visible leakage. This is the single most important untold story in the company's reporting.
The Reg Pending tab renders a single bar on a 0–1 axis (looks broken). The Google Secondary Emails table is entirely null/0. Remove both; the null rep rows too.
Personal "my next event vs my share of target", my approval/drop-out %, my grade mix, my closing-this-week. Driven by row-level email security.
Not Convenient / Not Interested / Not Responded by rep, read as a coaching diagnostic rather than a dense buried bar.
Keep target-vs-actual but shade each event's bar (red <70% / amber 70–90% / green >90%) so under-pacing events surface instantly.
"Closed Opps" → "Delegates Secured", "Pitched" stages framed as outreach stages. The pipeline metaphor is borrowed; the vocabulary should fit acquisition.
Already-good segmentation — just elevate from buried pies to a quality scorecard the manager scans per event.
25 pages, eight nav sections, five time toggles. The bones are strong — a real 01→06 pipeline funnel, rich outreach instrumentation, full revenue attribution. But every section is a this-period-vs-last-period grand-total table: no rank, no gap-to-target, no forecast, no trend. The seller and the founder open the same wall of numbers.
Three patterns run through all 25 pages: every section is a this-period-vs-last-period grand-total table with no rank, target or trend; the five time-toggles (W/M/Q/Y/All) reproduce the same tables five times; and the lead scorecards disagree across pages — £1.74M / 87 / 49 on the Performance pages vs £1.6M / 82 / 29 on the duplicated page 25. Same headline numbers conflicting is a trust problem in its own right. Section by section:
| Section | What it shows today | Verdict | What changes & for whom |
|---|---|---|---|
| Performance | Revenue Overall / NB-personal / Rebook-all / Marketing-leads as count + amount, this-vs-last, repeated across all 5 time windows; campaign feed; lead scorecards £1.74M · £898.3K · £837.4K (87/49/38). | Re-frame | Rep: my revenue, rank, gap-to-target, trend. Manager: keep segmented totals + attainment. Collapse 5 toggles to one period picker. Rep + Manager |
| Productivity | New Opps / Advances / Contracts × NB-personal / Rebook-all / Marketing — nine tables, this-vs-last, ×5 windows; plus all-time created / modified / contract-sent month pivots. | Re-frame | Rep: my new-opps today vs target + advance rate. Manager: opps→advances→contracts conversion funnel. Park the month-pivots in an analysis sub-page. Rep + Manager |
| Outreach Tools | Emails 21.1K (target 50/day), Dials 3K, Answered 115, Duration 11:08:53, Meetings 652, InMails 17K, Messages 3K, Lusha 17K; per-rep/day tables. | Re-frame | Team: connect-rate funnel (dial→answer→meeting) — the 115/3K = 3.8% rate is invisible today. Rep: my 50/day streak. Richest, most under-used data in Sales. Team + Rep |
| Event Targets | All-time Target-vs-Actual revenue; Revenue by MQL & Region pies; Event Revenue by MQL-type / Month / Rep / Marketeer / Source; Revenue Per Event & Per Rep; total £24.81M — including ex-reps + "App Developer"/null. | Fix | Manager-only attribution. De-duplicate against Sales Revenue; add an active-rep filter. Manager view |
| Sales Revenue | The same attribution layout, scoped to this year (£1.74M). | Fix | ~90% duplicate of Event Targets — merge into one "Revenue & Attribution" page with a period toggle. Manager view |
| Active Pipeline | Open / Proposal / Final Decisions / Contracts / Closing tabs; 01→06 stage bars; Open 347 / £7.23M, Final 103 / £2.54M, Closing 29 / £675.77K. | Keep | The strongest asset. Consolidate the 5 tabs into one funnel + stage-conversion % (Manager) and "my deals closing" (Rep). Manager + Rep |
| Stalled Pipeline | Overdue Active 103 / £2.52M, Stalled 190 / £4.35M, Past-Due Commits 2 / £70K. Scorecards read "Ovedue". | Fix | Manager named-owner action list; Rep "my stalled to clear". Fix the typo — £4.35M frozen is half the open pipeline. Manager + Rep |
| All Pipeline | Active 347 / Closed Won 878 · £15.41M / Closed Lost 2,615 · £48.43M; Rep-by-Package & Event-by-Package. Closed Lost throws "Invalid dimension"; phantom reps inflate totals. | Fix | Manager win-rate analysis (won:lost by package / source). Repair the invalid dimension + phantom rows. Not a rep view. Manager view |
"Rep" is the seller (e.g. Alastair O'Hara). The Manager view is your Friday pipeline-review screen; the Rep view is what a seller should open every morning.
The pipeline-review screen: this week's commit, the funnel shape, and where value is stuck.
Where coaching happens: who's converting, who's grinding without output, and the buried efficiency problem.
| Rep | This Q | Last Q | NB | RB |
|---|---|---|---|---|
| Kim Darby | £295.2K | £311.9K | £97.1K | £198.1K |
| Brian Mohamed | £132.3K | £255.4K | £62.0K | £56.3K |
| Alastair O'Hara | £124.9K | £152.5K | £49.3K | £59.4K |
| Jamie Mallett | £51.9K | £28.3K | £26.0K | — |
| Rhys Kerslake | £50.5K | £186.9K | — | £28.0K |
| Vlad Nozdrachov | £16.3K | £28.4K | £16.3K | — |
My deals closing this week, my rank, my activity vs the 50/day target — and nothing about anyone else's pipeline.
The highest-engagement change. A seller opens the dashboard for "my 6 deals closing, I'm #3 and £7.4K off #2" — never for a grand-total table.
The funnel is spread across Open/Proposal/Final/Contract/Closing tabs. One funnel with stage-to-stage conversion is the manager's core read.
"Ovedue" typo on Stalled scorecards; "Invalid dimension" on Closed Lost; filter out ex-reps + "App Developer"/null phantom rows from yearly/all-time.
3K dials → 115 answered (3.8%) is buried in a scorecard. Surface dials→answered→meetings as a funnel per rep so effort-without-output is visible.
£4.35M stalled is half the open pipeline. Replace the count with a row-level list a manager can assign in a review.
Source / MQL / region / marketeer revenue is valuable management context — retain it, but out of the daily rep view.
This-vs-last grand totals tell you nothing about direction. Add a sparkline and a personal-best marker.
A sponsor-lifecycle ops tracker — Comms → Mkt → Speaking → Matchmaking → Pre-event → Feedback → Post-event → Acc-management. The lifecycle spine is genuinely good and the readiness scores are the right idea. But there's no single "which sponsor is at risk right now" rollup, scores are formatted inconsistently, and the post-event / renewal stages sit at 0 — making rebook risk invisible.
The lifecycle spine is genuinely good, but it's delivered as ~30 near-identical status-bar charts across nine tabs; readiness scores appear in two formats (0.25 / 0.5 / 0.67 vs 75% / 50% / 25%); there's no combined sponsor-health rollup; and the last two stages — where renewal lives — sit at 0. Stage by stage:
| Stage | What it shows today | Verdict | What changes & for whom |
|---|---|---|---|
| Overview | Event-by-Package-Type bar + a 139-row Sponsor Data table; red rows = CRM↔PandaDoc mismatches. A duplicate Overview page throws "Missing data source". | Fix | Manager: a data-quality alert (mismatch count + list) + package mix. Repair or remove the broken page. Manager view |
| Sponsor Comms | Eight status bars — Welcome / Onboarding / Key-Meeting Invites / TAL Requested / TAL Received / Accounts Survey / Venue Logistics / Briefing Pack; Onboarding + Logistics readiness. Broken duplicate page. | Fix | Fold into the Delivery matrix + the AM "my overdue" list. Fix the broken page; normalise scores. Delivery + Acc Mgr |
| Mkt Deliverables | Eight status bars — Logo / Collaterals / Sponsor & Speaker Announcements / Insights 1&2 / Newsletter 1&2; Branding readiness. Newsletter charts near-empty. | Re-frame | A Marketing-Manager lane within the Delivery matrix. Drop or merge the empty newsletter charts. Delivery view |
| Speaking Session | Onboarding Form Ph.1 / Title-Synopsis-Bio / Prep Call / Final Logistics; Speaker readiness mostly 0–25% with heavy overdue. | Re-frame | The Delivery matrix flags this as the #1 overdue cluster — because it is. Surface as risk, not blank cells. Delivery view |
| Matchmaking | DS Logins / DS Profile / Initial Selections / Final Itinerary Sent; DS readiness. | Keep | A Delivery-matrix stage; AM sees their sponsors' matchmaking status. Delivery + Acc Mgr |
| Pre Event Prep | Prep-for-Matchmaking / Selections Check-in / Pre-Book & Logistics; Pre-event readiness. | Re-frame | Overlaps Matchmaking + Comms logistics — fold into the Delivery matrix. Delivery view |
| Event Feedback | Post-Event Data Sent; readiness almost entirely 0. | Re-frame | Fold into the renewal pipeline; decide track-or-drop. Manager view |
| Post Event Call | Review / Rebook; readiness almost entirely 0. | Fix | The renewal moment, currently invisible. Becomes a tracked renewal pipeline — the biggest commercial blind spot. Manager view |
| Acc Management | Growth Call (Lee & Rhys) / Sales Pre-Book Mtg / Pre-Event Booking Form / Decision Call; readiness 0–0.5. | Re-frame | Build into the renewal pipeline: Growth call → Decision call → Rebook. Manager view |
Here the three tiers map to the three real roles: Manager (Lee — risk & renewal), Delivery (Event Manager, e.g. Stephanie — the timeline across all events), and Account Manager (the front-line owner, e.g. Alastair — my sponsors).
The rollup that doesn't exist today: one health score per sponsor, the data mismatches to clear, and the renewal blind spot.
| Sponsor | Field mismatch |
|---|---|
| Magic Orange | AM + package |
| Cresta | package |
| EPAM Systems | contact missing |
| Sinch | name spelling |
Stephanie's view: every lifecycle stage, every event, where the overdue clusters are right now.
Only my accounts, one health score each, and exactly what's overdue for me this week.
Roll the per-stage readiness scores into one sponsor health %, sort lowest-first. This is the manager view that's entirely missing today.
The Overview and the duplicate Sponsor Comms tab both throw "Missing data source". Re-bind or remove before anything else — they're the first things a viewer hits.
Scores appear as both 0.25 / 0.5 / 0.67 and 75%. Standardise to % everywhere so rollups and colour thresholds are valid.
Stage × event grid coloured by overdue density — replaces nine separate status-bar tabs with the one screen delivery runs the week from.
Row-level filter by AM → my 9 sponsors, each with a health score and the single next overdue action.
The red rows on Overview are CRM-vs-PandaDoc mismatches — surface as a count + list, not buried in a 139-row table.
These stages sit at 0. Make rebook/renewal a tracked pipeline (Growth call → Decision call → Rebook) so renewal risk is visible.
The three departments stay separate products, but the same patterns deliver every view. These are the reusable mechanics so IT builds once and applies three times.
Each dashboard keeps its single blended data source. The tiers are separate report pages with different components, not the same page behind a filter.
Filter by email via row-level security (Looker "Filter by email" on the owner field) scopes data to the signed-in user.Rank and gap-to-next don't exist in the data today — they're calculated fields, computed once and reused.
RANK()-style calc over the period revenue/registration measure, partitioned by team.gap = next_rank_value − my_value surfaced as a scorecard.= actual / target drives both the % label and the bar colour band.Used for Partner sponsor-health and Delegate event-attainment. A weighted average of stage readiness scores, with a colour band.
health = avg(stage scores); band red <50 / amber 50–75 / green >75.Both the sales 01→06 funnel and the delegate registration funnel are one stacked-bar/scorecard cluster, not five tabs.
| PARTNER | Overview & Sponsor Comms (duplicate page) → "Missing data source." Re-bind the components to the sponsor blend, or delete the orphaned page. First thing a viewer hits, so highest visible priority. |
| SALES | Closed Lost campaign chart → "Invalid dimension." A removed/renamed field is still referenced — repoint to the current dimension. |
| SALES | "Ovedue" typo on the Stalled Pipeline scorecards; ex-reps + "App Developer"/null phantom rows clutter yearly/all-time — add an active-rep filter. |
| DELEGATE | Reg Pending chart renders one bar on a 0–1 axis (reads as broken); Google Secondary Emails table is entirely null/0; null rep rows across grade/type tables — remove or filter all three. |
| ALL | Normalise readiness / score formats (decimals vs %), and standardise the rep/owner field so row-level email security works identically across the three sources. |