The Why of Reporting
Total revenue. Total expense. Total profit. That's the money you get to take home — and most companies can't say where they were aiming versus where they landed. This session fixes that.
You can't hit a run rate you don't know
Most of us just generally feel like we're not hitting our run rates. We don't actually know our top-side numbers, so we don't know whether we should change them — and we certainly don't hit them.
The opening session defines the terms so everyone is firing on the same cylinders: what reporting is, how it fits into the whole narrative of your company, and the monthly tracker — where were you aiming versus where did you get — on the revenue side, the expense side, and above all the top side.
Inside session 1.
Define your run rates
Total revenue, total expense, total profit — plus the numbers underneath them that actually move the top side.
Aim versus actual
A monthly tracker of where you were aiming versus where you landed, on the expense side as well as the revenue side.
Reporting in the company story
Where reporting fits in the whole narrative of the business — and why ignoring it means flying blind.
Focus and priorities
Reporting costs money. What to prioritize first so the spend pays for itself.
Below bar, or not?
You don't know if you're below bar unless you measure it — and you can't measure it without a system that measures it.
The executive's stake
Why the person who takes the profit home is the person who owns this — at every company size.
Once you know why reporting matters and which numbers you're chasing, the next question is how to actually run the project that builds it — without getting the scope, the intention or the expectations wrong.
You definitely belong in Reporting Secrets.
The Why of Reporting is one of four sessions in the Reporting Secrets workshop — $997, live, all four included.