Encore — data & performance check-in

Tom asked a simple question: how can he and the core team see data and performance better? This is how we find out. Ten short sections, about 20 minutes. It saves as you go — you can stop and come back to where you left off. Answers go to the Velocity team; be candid.

Welcome back — picking up where you left off. Start over instead

About youSection 1 of 10

Your name

Your seat

The three most consequential decisions you make on a repeating basis (weekly or monthly).

Decisions and their numbers

The numbers behind the calls you just listed.

Which numbers or facts do you need in front of you to make those decisions well — and do you actually have them at that moment?

A decision you delayed or got wrong in the last six months because the data wasn't there or wasn't trusted. (what was missing?)

When two sources disagree — say HubSpot and the billing schedule — which do you believe, and who arbitrates?

The metrics audit

For each one: can you see it today, and how fresh do you need it? Skip any that aren't yours — the note field is optional.

The metric nobody measures today that you'd most want — and anything above you'd strike.

Which numbers do you not fully trust today, and why?

Forecasts and targets

Which numbers would you want forecast rather than reported — occupancy next quarter, cash runway, churn risk, pipeline cover for upcoming voids? What would you do differently if you could see them ahead?

What targets does the core team actually hold? Per metric: the target, where it's written down, and who reviews against it.

What early warning signs of trouble do you currently rely on gut feel for?

What should find you

What should reach you without you asking? The events you'd want pushed the moment they happen — a tenant going two invoices overdue, a site's occupancy dropping below a line, a renewal inside 60 days with no contact logged, an R&M fault open over a week.

For those alerts — pushed to where?

What currently surprises you that shouldn't — things you consistently find out late?

The chase

Last time you needed a number and couldn't get it same-day — what was it, who did you ask, how long did it take?

Which questions do you only get answered at month-end via the board pack that you'd want weekly or daily?

Whose time does your visibility currently cost — who builds the things you read?

Reports and meetings

The recurring reports and packs you receive — which do you actually read, and what's missing from the ones you do?

Which recurring meetings exist mostly to review or chase numbers? Who attends, how long, and what does preparing for each cost — and whom?

If the numbers were always current and trusted, which of those meetings would shrink or disappear?

External reporting

What do you produce for people outside the business — board, lenders, investors, valuers, auditors? Each pack, its frequency, and who builds it.

Which external ask is the most painful — and is it the gathering, reconciling, formatting, or defending the numbers?

Any transaction, refinance or valuation milestone ahead that will raise the reporting bar? (optional — handled in confidence)

Your read, before the wider survey

We're capturing this now, sealed, to compare against what the organisation-wide survey measures later.

Where do you believe the most time is wasted across the business today? Your top three.

The assistant test

Picture it.

It's 7am. A brief lands on your phone with five numbers on it.

And you can ask it anything about Encore's data in plain English, and trust the answer.

Which five numbers are on that 7am brief?

The first questions you'd actually ask it. Write as many as come to mind — ten is great.

The red lines — anything it must never do, decide, or have access to.

Who else beyond this group should see what you see — and what should they not see?

Saved ✓

Velocity Labs — for Encore Kitchens