Jean Roberson jqroberson@gmail

1. Key Performance Indicators Jean Roberson jqroberson@gmail.com

2. Key Performance Indicators KPIs evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction, etc.), and sometimes success is defined in terms of making progress toward strategic goals

3. Key Performance Indicators • Quantitative indicators that can be presented with a number. • Qualitative indicators that can't be presented as a number. • Leading indicators that can predict the outcome of a process • Lagging indicators that present the success or failure post hoc • Input indicators that measure the amount of resources consumed during the generation of the outcome • Process indicators that represent the efficiency or the productivity of the process • Output indicators that reflect the outcome or results of the process activities • Practical indicators that interface with existing company processes. • Directional indicators specifying whether or not an organization is getting better. • Actionable indicators are sufficiently in an organization's control to effect change. • Financial indicators used in performance measurement and when looking at an operating index.

4. What really matters?? “If you don’t have revenue you are not an entrepreneur” • Revenue and Sales Metrics • Historical Performance • Contracts • Revenue • Customers • Monthly recurring revenue (MRR) • Annual recurring revenue (ARR) • Revenue per customer • Lifetime Value (LTV) • Churn

5. What really matters?? “If you don’t have revenue you are not an entrepreneur” • Revenue and Sales Metrics • Predictive • Marketing Qualified Leads(MQL) • Sales Qualified Leads(MQL) • Trials • Conversion Rates • Pipeline • Churn • Month over month growth • Increased or decreased revenue per customer

6. What really matters?? “If you don’t have revenue you are not an entrepreneur” • Revenue and Sales Metrics • Customer Health • Trouble tickets • Time to response • Customer satisfaction • Returns • Renewals • Cancellations • Product usage or activity

7. What really matters?? “Never run out of cash” • Financial • Burn Rate – how much cash are you burning each month – cash from customers less cash expenses • Months of burn – how many months before you run out of cash? • Revenue • Growth rates • Market share • Margin • Cash flow breakeven – when do you stop burning cash?

8. What really matters?? “Don’t let great get in the way of good” • Product • Milestones Achieved • Product Roadmap • Release Schedule • Minimal Viable Product (MVP) • Customer input • What will customers pay? • How much will it cost to produce?

9. How to present?? “Don’t let great get in the way of good”

11. * * * = Projections

13. 2017 Budget to Actual Revenue Drivers

14. 2017 Budget Cost Drivers

15. Key Metrics – MRR – Customers – Cash Burn • *= Projections, • Contracts are billed annually in advance