It sits beside your pipeline as a tab. Every number comes from work your team already did — a lead came in, somebody moved it, it was won or lost. Seven cards across the top, then where the deals are, how long they sit, which checklist steps get skipped, the daily pace, the busy hours and a person-by-person table — all reading one date range and one filter at once. Change either at the top and every chart below changes with it. The stages are your board's own — estimate sent, contract sent, co-sign pending, ready to start — not a generic funnel.
Also called: sales reports · lead analytics · pipeline analytics · conversion reporting · where are my deals getting stuck
Seven numbers, before you scroll anything
Time to first contact, time to won, time to completion, win rate, leads per week, total leads, active leads — the whole state of selling, above the fold. Each is worked out over the range you picked, not a lifetime figure that never moves, and the response time shows its median beside the average.
The answer to 'how are we doing' lives in a spreadsheet somebody rebuilds monthly from an export. It's out of date the day it's finished, and no two people build it the same way.
The owner wants one answer — is this month better or worse than last — without waiting on anybody. Seven figures answer it before the coffee's cold, and everything below the fold is there to explain them.
Where the deals actually are
One bar per stage, with the count and the share of the pipeline in it. The same stages your board runs on — this is not a separate reporting model somebody has to keep in sync.
The forecast is one number — pipeline value — and it's wrong every month, because it counts a barely-qualified enquiry the same as a contract waiting on a signature.
An owner can't plan crews off a pipeline total; he needs to know how much of it is real. Twelve leads in New Lead and three in Contract Sent is a different spring from the reverse, at the same dollar total — and seeing the shape is what lets him hire, or hold off, on time.
How long a deal sits in each stage
Average and median side by side, per stage. Where the median is far below the average, a handful of stuck deals are dragging the whole stage — and those are findable rather than theoretical.
Everyone agrees the process is slow and nobody can say where. Every rep has a story that clears their own stage, so nothing changes.
It ends the blame game between stages. The rep, the estimator and the office all see the same clock, so the conversation moves from 'not my stage' to 'these three deals' — and stuck money gets chased while it can still close.
Which checklist steps the team quietly skips
Every stage carries its own checklist — your checklist, as you've set it up — and this counts what actually got ticked before a deal moved on. Most done and most skipped at the top, then a bar per step per stage. A step you've since removed keeps its old rate, greyed, and the notes reps left under steps are listed underneath.
The checklist gets written once, agreed in a meeting, and never measured. A year later half of it is ceremony and the owner has no idea which half.
A manager can coach the right thing: a step one rep skips is a habit, a step everyone skips is a badly written step. Knowing which is which saves the team from being nagged about a process that was wrong in the first place.
Leads in against work done, day by day
Try itFour lines on one chart: leads created, stage moves made, deals won and projects completed, per day across the range. Hover a day and it breaks the day down with a total. When the leads keep coming and the moves line goes flat, you see the slow week while it's still this week.
A month total hides the week the board went quiet — the leads kept arriving and nobody moved them, and it only shows at month end.
An owner on a job site can't feel the office slowing down. The day the work line drops away from the leads line is the day to step in, and catching it then costs a phone call instead of a lost month.
When leads land, and when anybody answers
Down for the day, across for the hour. Two readings on one grid: when your leads arrive, and when your team is actually working them. Where those two disagree, you have a rota problem wearing a performance problem's clothes.
Reps get pushed to answer faster in a business where half the leads arrive on Saturday and everybody works weekdays. The number never improves and the cause is never named.
It's fair to the reps. Nobody gets told to answer faster when the real problem is that nobody's scheduled when the leads arrive — and the owner gets a staffing fix instead of a morale problem.
Filter the whole page to one person
Try itOne Filter by control at the top — all reps, sales reps, managers, or one person by name — and every chart below re-reads for that choice, on the range beside it. The owner can pick anyone; a rep sees their own leads only, and the team's scores live on the leaderboard.
Per-rep numbers mean asking whoever owns the spreadsheet. It takes two days, arrives as a screenshot, and the coaching moment has passed.
A manager gets the coaching numbers in the minute before the one-on-one, not two days after it. And because the filter drives the whole page, there's no way for two charts to quietly describe two different people.
Two or three cohorts, queried separately
Try itPick individuals or whole role groups. Each is queried on its own and set beside the others — not sliced from one aggregate, which is what keeps the comparison honest when the groups are different sizes.
Comparisons are done by eye from two reports in two tabs with two different date ranges. The conclusion depends on which tab was open longest.
The useful comparison is this rep against that one, same territory, same lead source. Putting both on one screen turns a hunch into something a manager can say out loud, kindly and with numbers.
Volume on one axis, close rate on the other
On the Team screen's Sales Rep Performance, each rep is a point: leads worked across, share closed up. The rep with the most leads is not automatically the best rep — and this is the chart that shows which of the two you actually have.
The busiest rep is assumed to be the best rep, gets the most leads, and closes the smallest share of them. The business pays for activity and calls it performance.
It protects the careful closer. The quiet rep closing 33% stops being managed like a slacker, and the owner stops pouring leads into the rep who burns through them fastest.
The standings, in the same place
For whoever can see the team: deals, won, win rate, time to won, average dwell and moves — one row per person. It sits inside analytics rather than in a separate product, and it reads the same stamped events as the rep-facing board, so the owner's table and the rep's screen can't drift apart.
The owner's report and the rep's dashboard are built by different queries at different times. They disagree by a few percent, the rep notices, and every number in the review becomes negotiable.
A review goes well when the owner and the rep are looking at the same number. Both screens come from the same record of what happened, so nobody spends the meeting arguing about whose figure is right.
And the totals live on the board itself
You don't have to leave the pipeline to see what it's worth. The board carries its own totals — deals, pipeline value, hot leads, estimates out, ready to start — and they count only what's on screen: the lead window you picked (all time, or the last 30, 60, 90 days, 6 months or a year), whose pipeline you're looking at, and never the dead leads.
Analytics live in a tab nobody opens between Monday meetings, and the board where the work happens shows nothing about whether it's going well.
A rep glances at it fifty times a day, so the numbers people actually see are the ones that change behaviour. And because they follow the window and the person on screen, the total always describes the board in front of you.
The same stage counts on your home screen
The owner's home dashboard carries its own Pipeline by Stage — the board's own stages, each in the board's own colour — so the shape of the pipeline is the first thing you see in the morning, before you've opened sales at all.
A pipeline that only reports totals hides the shape: forty leads can be one deal about to close or forty that will never move, and the two need opposite responses.
The owner starts the day knowing where the work is piling up without hunting for it. The same stages in the same colours mean the home chart and the board never tell two stories.
- 1Work your leads the way you already do — every move is stamped with the time it happened.
- 2Open the Analytics tab on your sales board.
- 3Pick a range and, if you want, one person or one role under Filter by.
- 4Read the seven cards across the top for response time, time to won, win rate and lead volume.
- 5Scroll for stage time, checklist steps, the daily pace, the busy-hours grid and the standings — all on the same range.
- 6Not sure what a number means? The cap beside the tabs starts a two-minute lesson on this exact screen.
Durations used to be typed in and stored as a number. The moment somebody edited the deal, renamed the customer or reassigned it, the number went stale and nobody trusted the report. So now only the event and the time it happened are kept, and every average is worked out fresh from those. Month-end stopped being somebody's Friday spreadsheet job.
- Owner cannot answer 'how many leads became jobs last quarter' without manual counting.
- Stage durations were never stored, so 'how long does an estimate sit' had no answer.
- Reports drifted from reality when a deal was reassigned or a contact renamed.
Permanent lead history
Each event is its own line: what happened, when, who owned the deal and who moved it. The line also keeps the stage name as it read that day. Rename a stage or reassign a deal later and last quarter's report still reads correctly.
Headline sales numbers
The answer-first row. Time to first contact shows the average with the median under it, because one lead that sat over a long weekend drags an average badly. Win rate shows the percentage with the raw won and lost counts under it. Every card has an (i) saying exactly what is measured, from when to when.
Stage dwell time
Two bars per stage: average hours and median hours, in your real stage order. Hover and you also get the slow tail — the 90th percentile — plus how many leads actually left that stage. A stage measured on three deals reads very differently from one measured on forty, and the chart tells you which you're looking at.
Daily pace
The pace picture. Four shaded bands on one timeline. When you see leads climbing without a matching rise in stage moves, that is the shape of a team falling behind before anyone says so. Hover any day and you get only the lines that actually happened, plus the day's total.
Activity by hour and day
Two questions in one picture. Dark squares tell you when leads come in. The pattern beside them tells you when your people are actually working them. Hover any square for the exact breakdown — leads in, moves made, deals won. An (i) opens a full explainer with a worked example.
Owner performance table
The manager's cut. Deals and wins are credited to the person who owns the deal. The Moves column is credited to the person who actually did the move. So a manager who advances somebody else's deal shows the activity without taking the win. Every column sorts, and blanks always fall to the bottom.
Group compare
A grouped bar chart with a summary card under each group. Groups are built from the people you are allowed to see: all sales reps, managers, owners, or any individual. Each group is measured on its own, over the same dates — so it is a real comparison, not one number sliced up.
One filter for the whole page
Not a filter per chart. Pick a role and it covers everyone in that role right now. Pick a person and it is just them. Cards, stage times, pace, the grid and the table all move together, so nothing on the page can be showing a different set of people than anything else.
Date range
A preset list, plus two date pickers that only appear when you choose Custom. A custom range includes both end days in full, so a one-day range actually contains that day. Leads per week is divided by the length of your window, so a week and a quarter can be read side by side.
Who can see whose numbers
The decision is made before any data is read, not hidden in the page. A rep on their own leads never even sees the team table or the group compare — those sections do not render. If a permission check goes wrong it falls back to the narrowest view, never the widest.
Stage checklist scorecard
A scorecard for the process, not the people. Each stage lists its steps with a completion bar, a done-of-offered count and a note count. Above them, two cards call out the three steps everyone does and the three everyone skips. Steps that tick themselves on stage entry are marked auto instead of being scored.
Your numbers live on your board
A placement decision. A rep lands on their board and reaches their numbers from that same screen. Each tab only loads while you are looking at it, so opening your pipeline never pays for two analytics screens you did not ask for. Somebody with neither permission just sees the board — no empty tabs.