Kyalami Surface Business Plan — Key Performance Indicators and Management Dashboard
The utilisation, job value, rework and trade-share indicators reported weekly, with targets and thresholds.
Section 29 of 31
Key Performance Indicators and Management Dashboard
Jump to section
- i. Important Notice and Basis of Preparation
- 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: Assumptions
- 20. Projected Income Statement
- 21. Projected Balance Sheet
- 22. Projected Cash Flow
- 23. Capital Expenditure and Working Capital
- 24. Funding Requirement and Structure
- 25. Break-even Analysis
- 26. Investment Case and Returns
- 27. Sensitivity and Scenario Analysis
- 28. Key Performance Indicators and Management Dashboard
- 29. Conclusion
- 30. Appendices
Twelve metrics, of which three determine whether the plan works.
Table 42. Executive KPI dashboard
|
# |
KPI |
FY32 target |
Frequency |
Owner |
Why it matters |
|---|---|---|---|---|---|
|
1 |
Billable installer utilisation |
76% |
Weekly |
Ops Manager |
The dominant variable in the model; break-even is 59% |
|
2 |
Rework and warranty cost |
<2.0% of revenue |
Monthly |
Ops Manager |
Each percentage point costs roughly R0.4m of FY32 EBITDA |
|
3 |
Certified installers (FTE) |
13.0 |
Monthly |
Ops Manager |
Revenue tracks headcount almost exactly |
|
4 |
Revenue per installer-hour |
R1,893 |
Monthly |
Studio Manager |
Measures mix quality, not just volume |
|
5 |
Landed film cost per square metre |
Budget +/-5% |
Per shipment |
Financial Manager |
The primary FX transmission channel |
|
6 |
Gross margin |
59.8% |
Monthly |
Financial Manager |
Combines yield, mix and utilisation |
|
7 |
EBITDA margin |
20.5% |
Monthly |
MD |
Headline operating performance |
|
8 |
Ancillary attachment rate |
62% |
Monthly |
Studio Manager |
The cheapest available margin in the business |
|
9 |
Forward booking cover |
3 weeks |
Weekly |
Studio Manager |
Leading indicator of utilisation four weeks out |
|
10 |
Cash conversion cycle |
44 days |
Monthly |
Financial Manager |
Determines how much working capital growth consumes |
|
11 |
Debt service cover ratio |
>1.25x |
Quarterly |
Financial Manager |
Covenant compliance |
|
12 |
Return on capital employed |
84% |
Annually |
Board |
Tested against the 18.2% cost of capital |
Table 43. Financial KPI trajectory
|
Metric |
FY28 |
FY29 |
FY30 |
FY31 |
FY32 |
|---|---|---|---|---|---|
|
Revenue growth |
n/m |
327.5% |
48.3% |
34.5% |
6.4% |
|
Gross margin |
41.6% |
57.4% |
56.7% |
59.3% |
59.8% |
|
EBITDA margin |
-98.4% |
8.6% |
9.8% |
19.7% |
20.5% |
|
Net margin |
-124.8% |
1.0% |
3.1% |
15.3% |
13.1% |
|
Billable utilisation |
33.9% |
70.7% |
65.4% |
75.7% |
76.0% |
|
Revenue per installer-hour (R) |
1,516 |
1,595 |
1,688 |
1,786 |
1,893 |
|
Revenue per installer (R000) |
1,152 |
2,532 |
2,476 |
3,036 |
3,229 |
|
Average ticket (R) |
17,502 |
18,420 |
19,496 |
20,628 |
21,864 |
|
Cash conversion cycle (days) |
119 |
57 |
56 |
45 |
44 |
|
Net debt / EBITDA |
n/m |
0.31x |
-0.46x |
-0.82x |
-1.31x |
|
DSCR |
n/m |
1.59x |
2.69x |
7.18x |
6.36x |
|
Return on capital employed |
-97.6% |
4.5% |
10.6% |
64.0% |
84.2% |
|
Return on equity |
-179.1% |
2.6% |
10.9% |
48.1% |
33.6% |