Domaine — Operating Metrics

I.1 / I.2 Pipeline Coverage by Segment Open & weighted pipeline ÷ quarterly bookings target · ↔ both extremes problematic

Segment	Open Pipeline	Weighted	Q Target	Unweighted Cov.	Weighted Cov.

I.16 / I.5 · I.6 Bookings & Conversion Trend

Bookings vs. Target

Quarterly ACV bookings against target — Book-to-Bill 1.08x

Bookings Target

Win Rate & Sales Cycle

ACV-weighted win rate (bars) · avg cycle days (line)

Win rate % Cycle (days)

Section I All Go-to-Market Metrics Marker shows Domaine vs. Low · Median · Best — right is always better

	Metric	Domaine	Benchmark band	Source

Sample data — illustrative only. Values shown are realistic placeholders to demonstrate the layout, not HubSpot actuals. Benchmarks (Low / Median / Best) are from the Superstep framework. Three Section I metrics — Dollar SQL Inflow, MQL→SQL, Cost per MQL — are flagged as measurement gaps (no formalized MQL/SQL lifecycle in HubSpot yet). Next step: wire live HubSpot actuals + segment tagging (New Business / Existing / Referrals) to replace these figures.

I.3 / I.4 Demand Funnel Lower stages from HubSpot; top of funnel needs MQL/SQL lifecycle defined

MQL → Closed-Won

Solid stages tracked in HubSpot · dashed stages awaiting setup

Marketing measurement status

Framework expects 4 marketing-owned metrics — 3 are gaps today

Section I · Marketing subset Funnel & Spend Metrics Marker shows Domaine vs Low · Median · Best

	Metric	Domaine	Benchmark band	Source

Sample data — illustrative only. Cost per $1 ACV and S&M % derive from Sage + HubSpot. The three gaps — Dollar SQL Inflow, MQL→SQL, Cost per MQL — all depend on formalizing MQL/SQL lifecycle stages in HubSpot, the single highest-leverage setup item for this view.

II.1 → IV.2 Revenue to EBITDA Bridge How each dollar of revenue converts to profit, as % of revenue

Margin waterfall

Revenue → Gross Profit → Adjusted EBITDA

Section II Gross Margin & Delivery Economics 11 metrics · Sage + Productive

	Metric	Domaine	Benchmark band	Source

Section IV Operating Expenses & EBITDA Structure 9 metrics · Sage Intacct

	Metric	Domaine	Benchmark band	Source

Sample data — illustrative only. Domaine sits in the mature-stage EBITDA band (IV.2). Two leading-indicator watch items: Training & Development at 1.1% (IV.6, below the 1.5% median floor the framework calls an early sign of decline) and Recurring/Retainer revenue at 28% (II.11, just under the 30–50% median). Rule-of-40 GPI of 32 is solidly mid-band.

V.3 / V.4 · V.7 Attrition & Delivery Mix Delivery team, trailing four quarters

Attrition (annualized)

Voluntary vs involuntary, delivery headcount

Voluntary Involuntary

Delivery headcount mix

Billable employees vs contractors vs bench

Section V Talent & People Metrics 11 metrics · Rippling HRIS + ATS

	Metric	Domaine	Benchmark band	Source

Sample data — illustrative only. Attrition, tenure and headcount come straight from Rippling. Both eNPS metrics (V.1, V.2) are gaps — there's no quarterly engagement survey running yet, which is the one setup item that would close this view. Training Spend (V.9) mirrors IV.6 and shows the same below-floor reading.

III.7 / III.8 Revenue Concentration Single largest exposure is the primary M&A risk — watch >20% top client

Share of revenue

Largest client vs the next four vs the rest of the book

Section III Delivery Quality & Concentration 10 metrics · Customer Analytics + Productive + PM Team

	Metric	Domaine	Benchmark band	Source

Sample data — illustrative only. Concentration (III.7 / III.8) is already tracked in Customer Analytics; top client at 16% sits inside the median band but is the metric to watch. The delivery-quality metrics — Sold-as-to-Delivered Gap, Red Projects, On-Time Delivery — need consistent flagging in Productive and the PM org. Billings vs. Backlog Variance (III.5) is a gap until backlog tracking is formalized.