GreenScape Landscapes Business Plan — KPIs and Management Dashboard
The retention, utilisation, revenue per crew and margin indicators reported monthly, with targets.
Section 23 of 25
KPIs and Management Dashboard
Jump to section
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan
- 20. Funding Requirement and Use of Funds
- 21. Investment Case and Returns
- 22. Sensitivity and Scenario Analysis
- 23. KPIs and Management Dashboard
- 24. Conclusion
- 25. Appendices
The business is run on a small set of team-level metrics — density, utilisation, retention and revenue per team — because these are the levers that convert the strategy into the financials.
23.1 Key performance indicators
Management monitors a focused set of financial, operational and customer KPIs, chosen because each maps to a specific value driver in the model.
Table 50. Management dashboard — critical metrics
|
KPI |
Target |
Frequency |
Owner |
|---|---|---|---|
|
Revenue growth |
On/above plan |
Monthly |
MD |
|
Gross margin |
39% → 53% by Yr 5 |
Monthly |
MD |
|
EBITDA margin |
Positive from Yr 2; ~27% by Yr 5 |
Monthly |
MD |
|
Revenue per team |
R2.1m → R3.8m |
Monthly |
Ops Manager |
|
Route density (jobs/team-day) |
Rising |
Weekly |
Ops Manager |
|
Contract retention |
≥85% p.a. |
Monthly |
Sales & Admin |
|
Customer acquisition cost |
Falling as referrals grow |
Monthly |
MD |
|
Contract renewal rate |
≥85% |
Monthly |
Sales & Admin |
|
Fuel per job |
Falling with density |
Monthly |
Ops Manager |
|
Equipment downtime |
Minimised |
Weekly |
Ops Manager |
|
DSCR |
≥1.3x from Yr 3 |
Quarterly |
MD / CFO |
|
Net debt / EBITDA |
<1.0x from Yr 3 |
Quarterly |
MD / CFO |
|
Debtor days |
≤35 days |
Monthly |
Sales & Admin |
|
Customer complaints |
Minimised |
Weekly |
Ops Manager |
Each KPI has strategic relevance: revenue per team and route density track the operating-leverage engine; retention and renewal track the compounding of the recurring base; DSCR and net debt/EBITDA track the serviceability that constrains the funding structure; and margin metrics track the overall health of the model.