Red, yellow, green
Every metric has one owner and one status. Green is on or ahead of target. Yellow is behind with a written plan. Red is behind with no plan yet. The line between yellow and red is not how close the number is, it is whether somebody has decided what to do about it. Turning red to yellow is a plan, turning yellow to green is execution.
Read the reds first and ask one question of each: what must we do to get this back to green. If the owner does not know what to do, that is a people problem. If they know but cannot act, that is a resources problem. If they know and can act but it is still not happening, that is a priority problem. Write the answer into the plan box and the metric turns yellow. Nothing on this page is a discussion until it has a colour and an owner.
Contribution profit
What is left after product cost, VAT, refunds, payment fees, fulfilment and ad spend. This is the profit line marketing actually controls, which is why it sits above everything else. Fixed overhead is shown separately, because no marketing decision moves it.
Revenue to profit
Every deduction between the money customers paid and the profit left over, for the selected period.
Product margin is weighted by the actual category mix in this period.
Weekly contribution profit
Profit in pounds against profit as a percentage of revenue. A rising bar with a falling line means growth is being bought rather than earned.
Shaded band marks the selected reporting period.
The ten drivers
Each of these feeds profit directly. Traffic, conversion rate and average order value multiply together to make revenue, so any revenue move is one of those three. The customer split sets the quality, the two ROAS figures set the efficiency, and LTV sets how much can be paid to acquire in the first place.
The second growth equation
Traffic times conversion times order value is one way to read revenue. Customers times orders per customer times order value is the other, and it is the one that exposes repeat buying. Orders per customer is the number that moves when retention works.
The plan, and the shape behind it
Forecast against actual is not on this page. It has one home, the KC Financial Dashboard, so that there is a single answer to whether the year is on plan. What sits here instead is the seasonal shape the plan is built on, because knowing which months run hot is a planning input rather than a scoring exercise.
The plan this page scores against
Pulled from the KC Financial Dashboard, not recalculated here. The revenue and contribution profit lines on the scorecard are measured against it, so green on this page means the same thing as green there.
Seasonality
Average daily revenue per calendar month against the all-month average, from the full order history. Above 1.0 means the month runs hot.
Derived from real orders, not from the months of daily reporting.
If revenue or profit is behind plan, the cause is always in tier two: traffic, conversion, order value, the new to returning split, or one of the two ROAS figures. Fix the driver, not the forecast. Revising the plan itself is a conversation to have in the KC Financial Dashboard, where the assumptions behind it live.
The maths behind every number
Settle the definitions once and the monthly conversation is about the business rather than the spreadsheet.