We’re hiring a Data & Research Analyst! Help turn data into insights that track and share the impact of Indigenous agriculture & food systems across Canada. Power BI, KPIs & reporting experience an asset. Apply by July 13. nciaf.ca/careers

Two weeks ago, I fired my client's SDR on a live call. It really wasn't the numbers that led me to this decision. These signals did: Missed EODs. First domino, always. If they're not consistent with basic tasks, they won't go the extra mile when things get tough. Rescheduling YOUR meetings. They're subconsciously telling you where you rank. Clearly it's not the priority you expected them to have. KPIs slipping with zero questions asked. Never once asked how to overcome a problem. Checked out mentally, which lead me to believe they were essentially collecting a check. If your rep hits 2 of these 3, the decision should already be made. You're just delaying it. "Hire fast. Fire faster." Advice my old manager gave me that I sat on way too long.

kpis are kpiying

Bad performance an upper funnel metrics like cpatc, hook and hold rates. I initially let it run for 3-4 days. If both performance and upper funnel kpis are bad I’ll kill, otherwise I’ll let it run for 7 days and then see how it performs Also depends if it’s one of the topspenders or not. For example if its a top spender, the frequency/cpmr is low, the campaign performs well, but in-platform roas/cac for that adset is bad, I still let it run

What do civil servants do? People that mostly do not have serious KPIs.

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The True Cost of Outside Consultants I've noticed a trend making a comeback lately. Companies are once again hiring outside consultants to solve team problems, improve project performance, identify inefficiencies, and "fix" struggling operations. If you've been in construction long enough, you've seen this before. In the early 2000s, consultants seemed to be everywhere. They analyzed operations, built dashboards, delivered reports, and presented recommendations. Then budgets tightened, and many companies decided they could no longer justify the expense. Now the pendulum is swinging back. This may be an unpopular opinion... The true cost of hiring outside consultants is often much higher than the number on the proposal. Before anyone jumps to conclusions, let me be clear. We do consulting. And there are absolutely situations where an outside perspective is invaluable. A fresh set of eyes can uncover blind spots, challenge assumptions, and accelerate improvement. But here's the question every executive should ask: What happens after the consultant leaves? If your team still depends on outside experts every time a problem arises, did you really solve the problem? Or did you simply rent the solution? Too often, consultants become the bridge between executives chasing KPIs, dashboards, and quarterly metrics and the field teams doing the work every day. The reports look great. The charts are impressive. The presentations are polished. But six months later... The same problems return because the people closest to the work were never equipped to solve them themselves. They were just left knowing their management team did not feel they could resolve the issue themselves, a vote of no confidence in them. Morale begins to deteriorate. The best consultants don't create dependency or deplete morale. They build capability. They don't just identify problems; they teach your people how to recognize those problems in the future. They don't just implement systems; they train your team to own them. They don't just improve today's project; they improve every project that follows. That's the difference between buying expertise and building it. If your consultants leave your organization stronger, more knowledgeable, and more self-sufficient, you've made an investment. If they leave with all the knowledge, you'll be hiring them again sooner than you think. Train your people. Build internal leaders. Create systems your team can sustain. That's where long-term performance and long-term profitability come from. Please stop Renting The Solution and hiring outside consultants every time an issue comes up! We always strive to equip and train the teams we work with to train their own staff using our tools going forward. What do you think? Should consultants focus on delivering answers, or on teaching organizations how to find the answers themselves?

The True Cost of Outside Consultants I've noticed a trend making a comeback lately. Companies are once again hiring outside consultants to solve team problems, improve project performance, identify inefficiencies, and "fix" struggling operations. If you've been in construction long enough, you've seen this before. In the early 2000s, consultants seemed to be everywhere. They analyzed operations, built dashboards, delivered reports, and presented recommendations. Then budgets tightened, and many companies decided they could no longer justify the expense. Now the pendulum is swinging back. This may be an unpopular opinion... The true cost of hiring outside consultants is often much higher than the number on the proposal. Before anyone jumps to conclusions, let me be clear. We do consulting. And there are absolutely situations where an outside perspective is invaluable. A fresh set of eyes can uncover blind spots, challenge assumptions, and accelerate improvement. But here's the question every executive should ask: What happens after the consultant leaves? If your team still depends on outside experts every time a problem arises, did you really solve the problem? Or did you simply rent the solution? Too often, consultants become the bridge between executives chasing KPIs, dashboards, and quarterly metrics and the field teams doing the work every day. The reports look great. The charts are impressive. The presentations are polished. But six months later... The same problems return because the people closest to the work were never equipped to solve them themselves. They were just left knowing their management team did not feel they could resolve the issue themselves, a vote of no confidence in them. Morale begins to deteriorate. The best consultants don't create dependency or deplete morale. They build capability. They don't just identify problems; they teach your people how to recognize those problems in the future. They don't just implement systems; they train your team to own them. They don't just improve today's project; they improve every project that follows. That's the difference between buying expertise and building it. If your consultants leave your organization stronger, more knowledgeable, and more self-sufficient, you've made an investment. If they leave with all the knowledge, you'll be hiring them again sooner than you think. Train your people. Build internal leaders. Create systems your team can sustain. That's where long-term performance and long-term profitability come from. Please stop Renting The Solution and hiring outside consultants every time an issue comes up! We always strive to equip and train the teams we work with to train their own staff using our tools going forward. What do you think? Should consultants focus on delivering answers, or on teaching organizations how to find the answers themselves?

The True Cost of Outside Consultants I've noticed a trend making a comeback lately. Companies are once again hiring outside consultants to solve team problems, improve project performance, identify inefficiencies, and "fix" struggling operations. If you've been in construction long enough, you've seen this before. In the early 2000s, consultants seemed to be everywhere. They analyzed operations, built dashboards, delivered reports, and presented recommendations. Then budgets tightened, and many companies decided they could no longer justify the expense. Now the pendulum is swinging back. This may be an unpopular opinion... The true cost of hiring outside consultants is often much higher than the number on the proposal. Before anyone jumps to conclusions, let me be clear. We do consulting. And there are absolutely situations where an outside perspective is invaluable. A fresh set of eyes can uncover blind spots, challenge assumptions, and accelerate improvement. But here's the question every executive should ask: What happens after the consultant leaves? If your team still depends on outside experts every time a problem arises, did you really solve the problem? Or did you simply rent the solution? Too often, consultants become the bridge between executives chasing KPIs, dashboards, and quarterly metrics and the field teams doing the work every day. The reports look great. The charts are impressive. The presentations are polished. But six months later... The same problems return because the people closest to the work were never equipped to solve them themselves. They were just left knowing their management team did not feel they could resolve the issue themselves, a vote of no confidence in them. Morale begins to deteriorate. The best consultants don't create dependency or deplete morale. They build capability. They don't just identify problems; they teach your people how to recognize those problems in the future. They don't just implement systems; they train your team to own them. They don't just improve today's project; they improve every project that follows. That's the difference between buying expertise and building it. If your consultants leave your organization stronger, more knowledgeable, and more self-sufficient, you've made an investment. If they leave with all the knowledge, you'll be hiring them again sooner than you think. Train your people. Build internal leaders. Create systems your team can sustain. That's where long-term performance and long-term profitability come from. Please stop Renting The Solution and hiring outside consultants every time an issue comes up! We always strive to equip and train the teams we work with to train their own staff using our tools going forward. What do you think? Should consultants focus on delivering answers, or on teaching organizations how to find the answers themselves?

The True Cost of Outside Consultants I've noticed a trend making a comeback lately. Companies are once again hiring outside consultants to solve team problems, improve project performance, identify inefficiencies, and "fix" struggling operations. If you've been in construction long enough, you've seen this before. In the early 2000s, consultants seemed to be everywhere. They analyzed operations, built dashboards, delivered reports, and presented recommendations. Then budgets tightened, and many companies decided they could no longer justify the expense. Now the pendulum is swinging back. This may be an unpopular opinion... The true cost of hiring outside consultants is often much higher than the number on the proposal. Before anyone jumps to conclusions, let me be clear. We do consulting. And there are absolutely situations where an outside perspective is invaluable. A fresh set of eyes can uncover blind spots, challenge assumptions, and accelerate improvement. But here's the question every executive should ask: What happens after the consultant leaves? If your team still depends on outside experts every time a problem arises, did you really solve the problem? Or did you simply rent the solution? Too often, consultants become the bridge between executives chasing KPIs, dashboards, and quarterly metrics and the field teams doing the work every day. The reports look great. The charts are impressive. The presentations are polished. But six months later... The same problems return because the people closest to the work were never equipped to solve them themselves. They were just left knowing their management team did not feel they could resolve the issue themselves, a vote of no confidence in them. Morale begins to deteriorate. The best consultants don't create dependency or deplete morale. They build capability. They don't just identify problems; they teach your people how to recognize those problems in the future. They don't just implement systems; they train your team to own them. They don't just improve today's project; they improve every project that follows. That's the difference between buying expertise and building it. If your consultants leave your organization stronger, more knowledgeable, and more self-sufficient, you've made an investment. If they leave with all the knowledge, you'll be hiring them again sooner than you think. Train your people. Build internal leaders. Create systems your team can sustain. That's where long-term performance and long-term profitability come from. Please stop Renting The Solution and hiring outside consultants every time an issue comes up! We always strive to equip and train the teams we work with to train their own staff using our tools going forward. What do you think? Should consultants focus on delivering answers, or on teaching organizations how to find the answers themselves? #Construction #Leadership #ContinuousImprovement #OperationalExcellence #QualityControl #LeanConstruction #ConstructionManagement #Consulting #LeadershipDevelopment #BusinessGrowth

Escucho muchos colegas en los últimos días subiéndose a la Tonyneta de los KPIs que anticiparán la reelección de @JMilei que generosamente les acerqué a X hace dos meses. Enhorabuena que lo hayan “realizado” (realised) sooner than later..Y el riesgo país lo sabe 👇🏻

yes absolutely- collecting fines is their topmost KPIs🤡

What specific metrics or KPIs are used to measure the success and growth of @CNPYNetwork's dedicated appchains?

Do you feel like AI is going to change everything, but you aren’t totally clear on how to actually get there in your company? If it feels murky for you, don’t freak out, you are not alone. I am getting lots of semi-embarrassed questions on this. No need to feel that way! Here are a few simple steps to use as you consider how it might work for your company. Read time = five minutes, and you'll have a practical, beginner guide for simple AI deployments. 1/ Strategy. Deploying AI is a business transformation not a tech project. Define your business priorities (e.g., reduce opex, improve speed, etc) that AI needs to achieve 2/ Decide where. Audit data (quality, completeness, accessibility, etc) and map it to relevant business process. Assess your current tech stack and integration points. Map your processes that are high-volume and repetitive or decision-intensive based on clean data. AI will be very useful where it can use data to predict, generate, retrieve, or classify things, and as a result highly automate process flows. Prioritize use cases where you will have high business impact/ROI technically feasible (good data, technical fit, reasonable deployment effort). Integrate AI directly into your existing workflows and tools. Standalone tools just become a parallel processes, or worse, a more expensive google search. Embed it where your org already does work, like ticket classification, draft generation, predictive alerts in CRMs, etc. 3/ Get Ready. Lean out your process flow. Subtract before you automate. implement data governance (single source of truth with clear policies, quality rules, access controls, data lineage, and audit trails), otherwise garbage in/out. Build unified data pipelines. Your enterprise data unfortunately lives in silos (ERP, CRM, emails, docs, etc.) and is rarely clean. You’ll want a pipeline to automate ingestion, cleansing, transformation, and delivery. Choose your core AI platform. Usually either inside a CRM, low-code, in your CSP, or a full orchestration framework. Prioritize working within your existing tech stack and your team’s technical capabilities. 4/ Enable yourself for success. Establish basic MLOps/LLMOps. You Don’t need to go crazy here, but realize that LLMs are probabilistic not deterministic (aka same prompt -> different outputs) and context-dependent, so traditional software testing doesn’t hold up. You’ll need to keep an eye on data inputs, evaluation, and ongoing monitoring. Build in security to control access, prompting, output validation, data poisoning, or overly permissive agency. AI without any of your proprietary or contextual data is generic and will be low-value; but direct hookups without any controls will risk exposing your sensitive info. Also, give your people enough lightweight supporting artifacts that they can be successful. Think: prompt libraries and templates, usage guidelines, playbooks, skill docs, error-handling. 5/ Deploy. Run it as a controlled pilot in one team or department with a limited scope. Measure against your defined business KPIs Iterate quickly based on your actual usage and data. Establish baselines before the pilot so you can prove impact. Monitor prod (technical performance, cost, evaluations). Use dashboards and automated alerts. Don’t forget to enforce governance with ongoing risk reviews, audit trails, etc. Optimize costs and refine your approach as your maturity grows.

Customer interaction management 2026: Strategy, tools, and KPIs ringcentr.al/4eYO8cX

Do You Have KPIs for Denial Speed—and Do They Explain Your AR Performance? dexur.com/a/denial-processin…

More data doesn't always mean better decisions. Many businesses track hundreds of metrics yet still can't answer: • Are we more profitable? • Which customers create the most value? • Where are we losing money? The right KPIs create clarity. The wrong ones create noise.

66 KPIs. Real-time intelligence. Total clarity.

Metrics to meaning: How executives are translating marketing KPIs into board-level business - via @ExecEdgeB2B #strategy #leadership #management executive.endeavoredge.com/s…

The True Cost of Outside Consultants I've noticed a trend making a comeback lately. Companies are once again hiring outside consultants to solve team problems, improve project performance, identify inefficiencies, and "fix" struggling operations. If you've been in construction long enough, you've seen this before. In the early 2000s, consultants seemed to be everywhere. They analyzed operations, built dashboards, delivered reports, and presented recommendations. Then budgets tightened, and many companies decided they could no longer justify the expense. Now the pendulum is swinging back. This may be an unpopular opinion... The true cost of hiring outside consultants is often much higher than the number on the proposal. Before anyone jumps to conclusions, let me be clear. We do consulting. And there are absolutely situations where an outside perspective is invaluable. A fresh set of eyes can uncover blind spots, challenge assumptions, and accelerate improvement. But here's the question every executive should ask: What happens after the consultant leaves? If your team still depends on outside experts every time a problem arises, did you really solve the problem? Or did you simply rent the solution? Too often, consultants become the bridge between executives chasing KPIs, dashboards, and quarterly metrics and the field teams doing the work every day. The reports look great. The charts are impressive. The presentations are polished. But six months later... The same problems return because the people closest to the work were never equipped to solve them themselves. They were just left knowing their management team did not feel they could resolve the issue themselves, a vote of no confidence in them. Morale begins to deteriorate. The best consultants don't create dependency or deplete morale. They build capability. They don't just identify problems; they teach your people how to recognize those problems in the future. They don't just implement systems; they train your team to own them. They don't just improve today's project; they improve every project that follows. That's the difference between buying expertise and building it. If your consultants leave your organization stronger, more knowledgeable, and more self-sufficient, you've made an investment. If they leave with all the knowledge, you'll be hiring them again sooner than you think. Train your people. Build internal leaders. Create systems your team can sustain. That's where long-term performance and long-term profitability come from. Please stop Renting The Solution and hiring outside consultants every time an issue comes up! We always strive to equip and train the teams we work with to train their own staff using our tools going forward. What do you think? Should consultants focus on delivering answers, or on teaching organizations how to find the answers themselves? #Construction #Leadership #ContinuousImprovement #OperationalExcellence #QualityControl #LeanConstruction #ConstructionManagement #Consulting #LeadershipDevelopment #BusinessGrowth