The portfolio health dashboard: twenty-two vital signs, one page.

Necessary, never sufficient. Financial metrics confirm what already happened: by the time they move, the cause has usually been compounding for two quarters or more.

• Revenue against plan, trailing three months. Two consecutive months under 90% of plan starts the conversation.monthly
• Net revenue retention, trailing twelve months. Below 100%, or down five points in a quarter, is worth a working session with the CEO.quarterly
• Cash runway at current net burn. Under twelve months with no financing plan on paper is this week's conversation, not this month's.monthly
• Burn multiple: net burn divided by net new ARR. Above 2.0 for two straight quarters means growth is being bought, not built.quarterly
• Days to close the books after period end. Past fifteen business days, or lengthening three months running, the finding is about the finance function itself.monthly
• Receivables past 60 days, as a share of total AR. Above 15%, or doubling inside a quarter, is a collections conversation before it becomes a cash problem.monthly

Revenue can hold for a quarter or two after the activity that produces it declines. Existing pipeline converts while new pipeline quietly stops forming. Watch the activity, not just the result.

• Pipeline coverage for the next two quarters. Below 3x expected bookings, ask the sales leader where the gap closes from.monthly
• Win rate, split by competitor. A slide against one named competitor is product news, not sales news. Route it accordingly.quarterly
• Share of bookings closed by the top rep. Above a third, and rising, you are looking at a dependency, not a performer.quarterly
• Revenue share of the top three accounts. Above 40%, every renewal is an event. Read this row next to the renewal calendar.quarterly
• Touchpoint frequency across the top ten accounts. Down 15% over a rolling quarter, expect it in the retention numbers two to four quarters later.monthly
• Renewal coverage: every renewal inside two quarters has a named owner and a dated plan. Any top-ten account uncovered at 90 days out is the first agenda item.monthly

Shipping velocity today is product capability two or three quarters from now. These rows read straight from the delivery systems the team already uses.

• Deploy frequency, normalized for team size. Two consecutive periods of decline is a conversation with the CTO, whatever the explanation turns out to be.monthly
• Cycle time from started to shipped. Above the company's own 80th percentile for two periods running, the process is thickening.monthly
• Work in progress older than 90 days. A growing pile of stalled work usually points at prioritization, not effort.monthly
• Committed versus delivered: the share of the quarterly plan that shipped. Under 70% twice in a row, the question is planning, not the team.quarterly

The earliest movers on the page. These read from communication metadata: who talks to whom, how fast replies come, where the edges between teams thin. Patterns, not message content. They typically move two to four quarters before the financial line does.

• Hub concentration: the share of cross-team traffic routing through any one person. Up more than ten points in 90 days, a bottleneck is forming around someone.monthly
• Decision cycle time on comparable decisions. Above the company's own 80th percentile for two consecutive periods is the earliest sign of a scaling stall.monthly
• After-hours activity ratio. Up five points from baseline and sustained past six weeks, expect attrition to follow within three to six months.monthly
• Traffic between functions that have to coordinate: engineering and product, sales and marketing, success and product. Below the company's own 25th percentile, silos are forming.monthly
• Meeting load, read against delivered output. Meetings up 15% while output falls 10% in the same period means coordination is eating execution.monthly
• Voluntary attrition by function, rolling four quarters. One function running hot while the rest hold steady is a manager question, not a market question.quarterly

A dashboard nobody reviews is decoration. This template assumes a standing monthly review, thirty minutes per company or less, run the same way every time.

• Agree three response bands before the first review. Watch: log it, revisit next month. Warn: a check-in with the relevant leader inside a week. Act: an investigation underway within 48 hours.bands
• Review companies worst trend first. Not alphabetically, not by check size, not by whoever called most recently.order
• Every metric shows three values: this period, last period, same period last year. A level without a trend is noise.format
• Two warnings firing together on one company outrank a single red number anywhere else. Patterns escalate. Single points inform.pattern
• Expect most vitals to dip for a quarter after a leadership change while working patterns reorganize. The question is not the dip. It is whether the line recovers within two quarters.patience
• Open with the number and a question, not a verdict. "Cycle time has doubled since March, what changed?" travels better than "your team is slowing down."framing