New clients, conversion, retention, collections and profit, each measured against a target you set, with a named owner for every response. From the morning huddle to the annual board pack.
The overview answers the questions an owner asks first, then lets you go as deep as the question needs.
One sentence naming the step where most people were lost, with the first thing to check.
Net client growth, kept-visit rate, active clients and money taken, each with its target beside it.
First visit, report, plan accepted, plan fully booked, visits kept, reached review and re-committed, each as a share of the step before.
Undecided after their report, exam but no report, missed two or more visits, and due a review. Named, with how long they have waited.
Attraction, conversion, retention, collections and team, each scored against the targets you have set.
Revenue, net profit, labour cost and cash at month end, beside the practice numbers rather than in a separate report.
Choose a view to see what it shows.
Follow every new client from first booking to a fully booked plan, and see who is still undecided after their report.
See who is staying, who is slipping and how long newer clients last, before it shows up as a quiet diary.
The money side, in the order an owner thinks about it. Payment figures come from your PMS where it provides them, and profit and cash come from Xero.
A review built for the owner meeting: what improved, what got worse, the constraint, and the response you committed to.
The year assembles itself from the months beneath it, so the board pack is a review rather than a rebuild.
The pre-shift brief sets the day's goals against capacity, shows what each person is focusing on, and flags the clients who need attention before they arrive.
The close-out shows how the shift went against the plan, and who still needs a next visit.
The weekly meeting walks the team through the week in order, so the meeting runs to the numbers rather than to whoever speaks first.
An action is linked to the metric it is meant to move, has an owner and a due date, and shows how that number has changed since the action was added.
The new-client tracker follows each first visit through the report and the decision, so the marketing return and the front-desk follow-up are visible in one list.
Every client moves through stages, and every stage change is recorded. These are the statistics that fall out of that record.
| Statistic | What it tells you |
|---|---|
| Scoreboard | New clients, new active plans, graduated, reactivated, ceased and lapsed now, for the week, month or quarter, each with a target and a stretch goal and the change on the prior period where it can be worked out. |
| Quarterly scorecard | The current quarter month by month, with totals and averages, ready to print or export as a CSV. |
| Conversion funnel | How many clients have ever reached each stage, from first contact through an active plan and what follows it. |
| Kept-visit rate | Attended divided by attended, no-shows and cancellations, with a count of past visits still marked booked so nothing hides. |
| Forward book | Future scheduled visits, the leading indicator of next month's diary. |
| Visit volume | Visits per week with a trailing average, and the best period on record. |
| Visits per completed case | Lifetime visits for clients who finished a plan, with the median as the headline and the mean alongside. |
| Continuation after graduation | Of clients who finish a plan, how many continue into maintenance or wellness, and how many stick. |
| Re-commitment by review point | At each review point you define, how many started another plan and kept attending. |
| Cancellations and no-shows | The reasons given, the split by practitioner, and whether reminded clients miss fewer visits than unreminded ones. |
| Referral sources and data quality | Where clients heard about you, plus missing contact details and likely duplicate records that distort the counts. |
A walkthrough of the owner dashboard using your locations, practitioners and the targets you work to.
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