The CRM reports a founder should read weekly

Begin with a report definition sheet

Define every metric before building the dashboard. Record its unit, date basis, filters and intended decision. A report of opportunities created this week answers a different question from a report of deals closed this week.

Use consistent currency handling and show how converted values are calculated. For cross-border services, avoid adding unlike currencies without a stated conversion method. Keep bookings, invoiced amounts and collected cash separate.

Review new qualified pipeline and movement

Track newly qualified opportunities by source and service, using the team's agreed qualification definition. Include value only when it has a defensible basis. An unverified estimate should be visibly different from an agreed commercial amount.

Review movement into, through and out of stages during the reporting period. Separate genuine progression from administrative corrections. A larger pipeline may result from more unqualified records rather than improved sales performance.

• Confirm the qualification definition.
• Review new opportunities by source.
• Check amount completeness.
• Inspect stage progression and regression.
• Separate corrections from buyer progress.

Read the risk and outcome reports together

Use an exception report for overdue next steps, stale interactions and repeatedly moved close dates. Ask which records require a decision rather than simply counting exceptions. A large deal with no buyer commitment deserves attention even if its fields are complete.

Review closed-won and closed-lost outcomes with clear date filters. If using win rate, state the denominator, such as won deals divided by won plus lost deals closed in the period. Include deal counts so a percentage is not mistaken for strong evidence from a tiny sample.

Translate the dashboard into decisions

End the review with a short decision log: what changed, what it means and who will act. Investigate a weak conversion point before requesting more activity at the top of the funnel. Reports should guide action rather than become a weekly presentation exercise.

Keep the sales forecast distinct from guaranteed revenue and cash planning. Historical performance and current buyer evidence can inform estimates, but uncertainty remains. Document assumptions and revisit them when close dates or buying conditions change.

• Record the material change.
• State the working explanation.
• Assign an investigation or action.
• Document forecast assumptions.
• Review previous decisions next week.