Executive CRM Operating Guide
One source of truth. Clear commercial commitments. Visible delivery constraints.
What This Dashboard Demonstrates
A real publication workflow connects two isolated fictional Monday boards to this website. The figures describe sample opportunities and capacity, not GCom Pro revenue or actual client accounts. Changes belong in Monday. Public visitors can inspect, filter and export the dashboard; they cannot modify records.
The source is Leads & Deals, with Delivery Capacity maintained separately. Access to those boards requires Monday permissions.
The Daily Operating Loop
- Sales owners confirm stage, expected close, next action, follow-up date and evidence. A missing field remains visibly unknown.
- Commit requires a recorded buyer-confirmed decision date and budget. Won requires a simulated signed order and an actual close date; it does not imply payment.
- Delivery confirms team, estimated hours, estimated cost and handoff acceptance. Accepted work is included in the team's existing commitments.
- The capacity owner reviews a rolling 30-day window and remaining hours after existing commitments. Never extend the dates without reviewing staffing assumptions.
- The CEO reviews exceptions, margin exposure and demand versus capacity. A handoff, staffing or commercial decision gets an owner and next action in Monday.
Make publishes every 15 minutes. The website checks the published feed every minute while visible. After 30 minutes without a successful publication, the dashboard reports a delay. Publishing does not advance deal stages or invent activity.
Metric Dictionary
| Measure | Definition | Boundary |
|---|---|---|
| Open Pipeline | Known contract values in New Lead, Contacted, Qualified and Proposal Sent. | Excludes Won and Lost. Missing values disclosed. |
| Weighted Outlook | Open deals due from today through the selected horizon, weighted 10%, 25%, 50%, 75% by stage. | Illustrative planning model; not empirical probability or revenue. |
| Commit / Best Case | Rep-entered forecast categories within the horizon. Best case includes Commit plus Best Case. | Overlapping scenarios, never additive. Evidence remains inspectable. |
| Pipeline At Risk | Unique open deals with overdue follow-up, slipped close, stale contact, missing owner/action/value/plan, unverified cost, or estimated margin below 30%. | Sum each deal once. Thresholds are demonstration rules. |
| Win Rate | Won divided by Won plus Lost with actual close dates in the last 30 calendar days. | Undated closures excluded. No denominator means unverified. |
| Estimated Margin | (Value − estimated cost) ÷ value for horizon deals with both fields. | Coverage disclosed; not realized profit. |
| Capacity Pressure | Pending won handoff hours plus stage-weighted hours of open horizon deals, compared with remaining team hours. | Company-wide; assumes delivery demand within the horizon. Available hours are prorated by calendar days for shorter horizons, assuming uniform availability. Expired/short windows or missing hours are flagged. |
| Pipeline History | Last successful snapshot per UTC day, retained for up to 90 days. | Starts at launch. No synthetic historical trend. |
Maintenance & Recovery
Jennifer Pick owns the demonstration. The CRM publisher is separate from the industry/CX publisher and maintains its own stored snapshot. A malformed record, missing column, wrong board or incomplete page rejects the CRM update and preserves the previous snapshot. Changes and publication timestamps are distinct.
Daily checks verify the CRM feed, enabled publishing schedule and source freshness. Weekly checks review forecasts, missing evidence, capacity windows, links, record counts and metric tests. Demo stage changes require a named fictional event and a unique cycle marker; do not create activity just to make the dashboard look busy. Public access never grants write access to Monday.
Model reviewed October 13, 2026. Code, tests, source-column mapping and release recovery instructions are versioned with this site.