A restoration KPI scorecard is useful only when every person uses the same stage definitions. Start with a small funnel that can be reconciled from the original inquiry to the invoice. Track counts, rates, and dollars separately so a change in job size does not hide a change in conversion.
The eight-number scorecard
| Metric | Definition | Formula |
|---|---|---|
| New inquiries | Distinct new requests received during the period | Count of unique inquiries |
| Contact rate | Share with a completed two-way conversation | Contacted ÷ new inquiries |
| Qualification rate | Share of contacted inquiries meeting your documented fit criteria | Qualified ÷ contacted |
| Inspection set rate | Share of qualified opportunities with a scheduled visit | Visits scheduled ÷ qualified |
| Estimate delivery rate | Share of completed visits receiving the promised scope or estimate | Estimates delivered ÷ completed visits |
| Authorization rate | Share of delivered estimates that become authorized work | Authorized jobs ÷ estimates delivered |
| Average collected job value | Collected revenue divided by jobs with collections in the period | Collected revenue ÷ collected jobs |
| Lead-source contribution | Collected revenue minus assigned direct job cost and acquisition cost, using your accounting policy | Use the same cost policy every period |
Definitions prevent dashboard arguments
New inquiry
Count a person or property request once, even if it arrives by form, call, and text. Preserve each channel as an event, but deduplicate the opportunity. Decide how you will handle repeat losses and multiple properties.
Contacted
Use a two-way exchange. A voicemail, ring, automated reply, or unread email is an attempt—not contact. Track attempts separately if they help coach the process.
Qualified
Write down the criteria: service type, geography, capacity, decision path, and any non-negotiable operating constraint. “Bad lead” is not a definition.
Authorized
Choose the event that counts: signed work authorization, deposit, insurer instruction, or another documented commitment. Use the same event across the team.
Collected revenue
Bookings and estimates are not cash. Tracking collected revenue makes aged receivables visible, but the time lag means you should also monitor authorized value and outstanding balances.
Worked example
Suppose a monthly cohort has 50 inquiries, 34 completed contacts, 24 qualified opportunities, 18 completed visits, 16 delivered estimates, and 8 authorized jobs.
- Contact rate: 34 ÷ 50 = 68%
- Qualification rate: 24 ÷ 34 = 70.6%
- Completed-visit rate from qualified: 18 ÷ 24 = 75%
- Estimate delivery rate: 16 ÷ 18 = 88.9%
- Authorization rate: 8 ÷ 16 = 50%
Those are arithmetic examples, not suggested targets. Your source mix, service type, geography, sales process, capacity, and definitions determine whether a rate is acceptable.
A 20-minute weekly meeting
- Check whether every new inquiry has a source and owner.
- Review the oldest uncontacted and open opportunities.
- Compare this week with a four-week rolling view.
- Choose one bottleneck and one owner for the next experiment.
- Record the change so the next review does not rely on memory.
Do not redesign the process from a tiny sample. Use the dashboard to find the next set of calls or jobs worth reviewing, then inspect the underlying records.