Challenge: keeping track of the businesses means bringing sales information together, reviewing historical data, and understanding which channels orders come through. Looking up each piece separately makes that harder.
Solution: I built an Owner’s Dashboard that brings revenue, pizzas sold, average ticket, historical data, and channel mix into one place.
Result: a view of the stores organized around management questions, starting with the current month and keeping previous periods available for comparison.
How much did we sell? And where did those sales come from?
How much have we sold this month? How many pizzas went out? How much came through iFood, and how much through our own website?
These are simple questions. But each leads to another. Did revenue grow because we sold more pizzas? Did the average ticket change? Did the website’s share increase, or did more of our business shift toward iFood?
To keep track of my businesses, I need to see this information together. Those questions were the starting point for a screen of my own: the Owner’s Dashboard, or Mesa do Dono in Portuguese.
A screen that starts with the current month
When I open the dashboard, the current month is already selected. Revenue, pizzas sold, and average ticket appear together. The current month’s figures feed these cards as the source data is updated.
It sounds like a small detail, but the order matters. First, I want to know how we’re doing now. Then I can choose another period and investigate what changed.
On the same page, the revenue history lets me look back over recent months and compare years. That gives context to the number at the top. A single month only tells part of the story.
Where the sale comes from matters too
Alongside total sales, the dashboard shows the channel mix: iFood, our website, and the remaining orders recorded in Saipos.
That breakdown helps me ask better questions. If a channel’s share changes, I can investigate what happened during that period. Was there a campaign? A change in customer service? Did activity drop in the other channels?
The dashboard doesn’t answer those questions on its own. It puts the numbers side by side so I know where to look.
It also matters to understand what each metric measures. Channel share by number of pizzas shows how sales volume is distributed. To understand the effect on profit, I need other information too, such as fees, discounts, and costs.
Each tool has a role
I’ve already written about organizing the operation in a custom intranet and putting my monthly P&L on autopilot.
The Owner’s Dashboard builds on that work. The intranet brings together what the team needs to run the operation. The P&L lets me examine revenue, costs, and expenses. The sales dashboard gives me a starting point for tracking activity across the stores.
Keeping those roles clear helps me decide what deserves space on the screen. Revenue, volume, average ticket, and channels are there because they answer questions that come up in managing the business.
Starting with the question changes the project
One advantage of building my own tool is being able to start with how I follow the business. I can choose what appears first, bring together numbers I need to compare, and adjust the screen as I use it.
For anyone looking to build something similar, I’d start by writing down the questions you ask every week. Then identify where each answer comes from and how often it needs to be updated.
That exercise already defines much of the dashboard. The technology retrieves, organizes, and presents the data. The judgment about what to track comes from the people who know the operation.
My Owner’s Dashboard starts with a simple question: what do I need to see to keep better track of my businesses?
Turning a company’s information into a useful view for its decision-makers is one of the projects I help other businesses build.