GTM reporting
Exec view
One number per question
Review rhythm
Weekly, in a fixed meeting
Platforms
Salesforce, HubSpot or your CRM
Engagement
90-day rolling
The definition
A CEO dashboard is a single screen that combines the handful of KPIs a chief executive needs to judge business health, pulled live from the systems that own each number rather than assembled by hand. It is deliberately smaller than a departmental dashboard: it answers “are we on track and where is the problem”, not “why”.
An executive view carries one number per question, a target, a trend and a status. A team view carries the breakdown needed to act. Conflating them is the most common design error, and it is why most CEO dashboards get abandoned: they grow into a wall of charts nobody reads.
Most executives do not lack dashboards. They have four, from four tools, that disagree. Your CRM is a mess, pipeline visibility does not exist, and your board wants answers. The question is not which chart to add. It is which system owns each number and whether the definitions behind it hold.
The metrics
Three to five evergreen numbers, one north-star metric (the single number that best predicts long-term growth), then two or three per function, each with an owner and a status colour. More than that and it stops being an executive view. Group them by the question the executive is asking, not by department.
New pipeline created, pipeline coverage against quota (open pipeline divided by the quota it has to cover), weighted pipeline (pipeline value adjusted by stage), average deal size, sales cycle length and win rate by stage. The executive question: do we have enough pipeline, and is it moving.
Committed forecast against plan, forecast accuracy over the last three quarters, and ramped rep capacity against the hiring plan. The executive question: will we hit the number, and do we have the people to. The methodology behind both sits with pipeline, forecasting and capacity planning.
Qualified pipeline by source, cost per qualified opportunity, inbound conversion rate by stage and speed to first touch. The executive question: which channels are producing revenue, not leads. The source model underneath it is a lead source and attribution taxonomy.
Net revenue retention (revenue kept and grown from existing customers), gross retention, logo churn, expansion pipeline and at-risk ARR by account. The executive question: is the revenue we won staying.
Customer acquisition cost, CAC payback (the months it takes to earn back what a customer cost to win), magic number or net new ARR per dollar of sales and marketing spend, and burn against plan. The executive question: what is growth costing us. This view is why a reporting layer has to span all four practices and not just RevOps.
One owner per metric. A target next to every number. Red, amber or green status rather than raw deltas. A fixed weekly review rhythm, so the dashboard is read rather than built.
Headcount, time to hire, employee turnover and the other HR metrics that generalist CEO dashboard guides include. They belong on a people dashboard, not a GTM one.
The problem
The dashboard is the last mile, not the problem. A chart is a query against a field. If two teams write to that field under different rules, the chart is confidently wrong. Dashboards do not fail at the visualisation layer, and they almost never get fixed there.
Four things break first. Stage definitions that mean different things to different reps, so conversion rates are noise. A lead source field that enrichment or a form overwrites, so attribution shifts quarter to quarter. Close dates moved for hygiene rather than truth, so the forecast drifts. And multiple objects holding the same number, with no documented rule for which wins. Deal stages mean something different to everyone, and campaign performance becomes a black box.
Rebuilding in a new BI tool does not fix it. Moving the same fields into a new visualisation layer reproduces the same answer with better typography. The fix is upstream: field ownership, documented definitions, validation at entry, and a reporting model built on top of those. That is how we design the GTM data model.
What we actually do: we work inside your systems with your team as embedded operators, across four practices: Revenue Operations, Marketing Operations, Growth Operations and Financial Operations. The same pod that builds the dashboard owns the CRM fields, the stage definitions and the data hygiene it reads from, which is why the number holds when the board asks about it. That includes Clay enrichment, so enriched data lands in fields the reporting already reads.
Working with us
GTM reporting is an operating job, not a project. We work as embedded operators inside your systems, on a subscription that runs on a 90-day rolling basis, with a dedicated pod per practice.
We stay tool-agnostic. We work in Salesforce, HubSpot or your CRM of choice, and we do not sell a dashboard product. What is in scope:
An audit of the metrics the leadership team already uses, and where they disagree.
A documented metric dictionary, with one owner and one definition for each number.
The changes in the CRM required to make those definitions true.
The executive dashboard, built in your CRM or BI tool.
Targets, red, amber and green thresholds, and alerts when a number moves off plan.
The review cadence that keeps the dashboard accurate and read, every week.
Who this is for: the CEO or CRO assembling a board view from conflicting sources, and the Head of RevOps who has to produce it while covering three or four jobs.
FAQ
Three to five evergreen numbers, one north-star metric, and two or three KPIs per function, each with an owner, a target and a status. For a B2B SaaS company that usually means new pipeline, pipeline coverage, forecast against plan, net revenue retention and CAC payback. If it does not change a decision this week, it belongs on a team dashboard instead.
A single live view that combines the key performance indicators a chief executive needs to judge business health, pulled directly from the systems that own each number. It replaces the manual assembly of numbers from separate departmental reports. Its job is to show whether you are on track and where the problem is.
A CFO view overlaps with the CEO view but goes deeper on cash and efficiency: burn against plan, runway, CAC payback, net revenue retention, committed versus best-case forecast, and revenue recognition against bookings. The GTM numbers should reconcile exactly with the CEO view, which only happens if both read the same fields. That reconciliation is a FinOps job as much as a reporting one.
Strategic (executive, long horizon, few metrics), operational (live, team-level, action-oriented), analytical (exploratory, for diagnosing causes) and tactical (project or campaign level). A CEO dashboard is strategic. Most failed CEO dashboards are operational dashboards that were handed to an executive.
Because the data model underneath them was never agreed. Inconsistent stage definitions, overwritten source fields and undocumented ownership produce charts that are precise and wrong, and the team stops trusting them within a quarter. The second-biggest cause is scope: a dashboard that tries to answer everything answers nothing.
The one your data already lives in, in most cases. Native Salesforce or HubSpot reporting handles the majority of GTM executive dashboards with no extra licence, and a dedicated BI tool earns its place when you need to blend CRM data with product or finance data. Choosing the tool before fixing the definitions is the common and expensive mistake.
Weekly, in a fixed meeting, with a named owner for each metric that is off target. Dashboards that are only read before a board meeting become reporting theatre rather than an operating tool.
We work in Salesforce, HubSpot or your CRM of choice, and we will tell you honestly when native reporting is enough. Adding a BI layer on top of a broken data model moves the problem rather than solving it.
An analyst builds what you ask for from the data as it exists. We change the data as it exists: fields, stage definitions, taxonomy and hygiene, then build the reporting on top. Those are different jobs, and the second one is why the first one usually fails.
The pod does, as part of the subscription. Deals, stages, segments and sources change constantly, so a reporting layer needs an owner watching for drift rather than a launch date.
Customer proof
Rated 4.9 out of 5 from 33 G2 reviews. We have owned the GTM systems for 100+ growth-stage B2B SaaS companies, including Mistral AI, Chainguard, AssemblyAI, Clio, factory.ai, Anrok and Integrate.io, backed by Lightspeed, a16z, General Catalyst, Insight Partners, Bessemer, Updata and Sapphire. See the full case studies.
Selected customers
Mistral AI
Chainguard
AssemblyAI
Clio
Fountain
RunPod
Factory.ai
Ocrolus
Anrok
Act-On
GreyNoise
Integrate.io
CallRail
Patlytics
SpyCloud
Scandit
Coactive
wealth.com
OpenArt
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CUSTOMER REVIEW · G2
VP, GO-TO-MARKET OPERATIONS
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Get started
Start with a GTM diagnostic. We map the metrics your leadership team already uses, show you where they disagree and why, and tell you what has to change in the CRM before any dashboard can be trusted.
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