Agency KPIs you can make decisions from every week.
“I don't know if we made money until the accountant tells me.”
We work with owners of £100k to £3M agencies who want to see the numbers while there is still time to act. We agree the definitions, get the data onto one page and turn a weekly review into decisions about cash, delivery and sales.
Signs the numbers need attention
- We had a record sales month, but payroll still feels tight.
- Everyone has a different version of the margin number.
- The dashboard is there, but nobody keeps it current.
- We hire because everyone feels busy.
- We leave the numbers meeting without deciding anything.
How we fix it
- Choose the numbers around the constraint
- We start with the decisions you need to make. Revenue, margin, capacity, pipeline and client risk give the weekly view. We keep the list short and review wider measures such as revenue per head and client concentration monthly.
- Agree what each number means
- We write down what counts as delivered work, invoiced revenue and cash collected. We agree how to record delivery cost and link clients, projects and invoices consistently. Time logging shows where the hours really go.
- Give the scorecard an owner
- We name who produces the numbers, who runs the meeting and who tracks the actions. The scorecard arrives before the meeting. We start with available data and make gaps visible so someone can fix them.
- Turn the weekly review into action
- We use the same short meeting each week: review the numbers, explain changes, identify constraints and make decisions. Every action leaves with an owner, a due date and a clear definition of done.
- Look ahead at cash and capacity
- We update a rolling cash forecast alongside forward delivery capacity. We review deposits, milestone billing and overdue invoices so cash timing is visible. We use logged hours to inform selling and hiring decisions.
The financial foundations at Squint Creative
Built a cash flow forecast to replace guesswork with clarity
“Connor is genuinely brilliant. Every session helps us cut through the chaos and focus on what really matters. He's made such a positive impact on our business, not just in clarity and confidence, but in real, tangible progress. The investment has been more than worth it for the value we've gained.”Read the Squint Creative case study
Connor McAuley, Founder. As specialists join, each area gets its own lead here.
Read more on agency KPIs
Choose your weekly numbers
Make the data useful
For agencies under £100k, start with the Scorecard and the YouTube channel. We do not book calls below this level.
Questions on agency KPIs
Which agency KPIs should we check weekly?
Start with revenue reality, delivery margin, capacity, pipeline and client risk. Keep the view on one page and choose measures around your constraint. Review pipeline and utilisation weekly, with wider measures such as revenue per head and client concentration in the monthly review.
Will a spreadsheet do, or do we need a dashboard?
A spreadsheet is enough to start. Written definitions, a named owner and a fixed weekly meeting matter more than the software. Leave gaps visible when data is missing, then assign someone to improve it.
Why is there profit on paper but little cash?
Work delivered, invoices issued and cash collected happen at different times. Track them separately. Deposits, milestone billing, prompt invoicing and early collection follow-up help close the gap. A rolling forecast shows when money is due to arrive and leave.
Should we aim for full utilisation?
No. Leave room for training, proposals, internal reviews and the work that keeps the agency running. Measure delivery roles separately from the whole agency, use logged time and look at capacity alongside margin before deciding to hire.
Start with your numbers.
Score this area alongside the others and see which one to fix first.