Most studio dashboards fail in the same way: they show everyone everything. The owner opens forty tiles and reads the four she cares about. The manager opens the same forty and cannot find her site in them. The front desk opens them, sees a revenue number and a ranking of desks by intro conversion, and from that morning on greets first-timers a little differently — not better. Twelve numbers run a studio, but three people run it, and they need three screens.
The rule that decides who sees what is short: whoever sees a number owns an action for it. A number with no action attached is noise for that person, and a few numbers are worse than noise — they change how staff treat members. Here is the split, role by role, and the two numbers the front desk should never see.
The owner: the four that decide the business, weekly
An owner who watches all twelve every day is doing someone else's job with worse information. The owner's screen is four tiles, read on the same morning each week, each against the studio's own trailing months:
- Monthly recurring revenue, paced against goal, with the pack and drop-in revenue shown separately so a pack month does not read as a revenue month.
- Churn, with holds and failed payments in their own columns, because the three have three different fixes.
- Cost per member by channel — spend divided by members who actually joined, never by leads — because it is the number that decides where the next dollar goes.
- Recovered revenue against what the follow-up work cost: saves, recoveries, and intro assists traced to the action that produced them.
Everything else on the board is one click away when a tile moves. The owner's weekly job is to open the tile that moved, see the names, and assign the move to the person whose screen it belongs on.
The manager: the operating numbers, for her location, daily
A manager's view should center on her site and compare it to that site's own history, not to the flagship. It carries the numbers she can act on this week:
Note what is not on it: company revenue, the other sites, the ad budget. A manager who can see that the flagship is outperforming her site learns nothing she can act on and something she will resent. A manager who can see that her own Tuesday noon has run under its break-even for four weeks has a decision to make this week.
The manager's screen is also where the coaching numbers live — rebooking after a first class by teacher, intro conversion by desk — compared like with like and used to help, not to rank. The teacher piece covers reading those honestly.
The front desk: today
The front desk runs the room, and its screen is the day. Nothing on it is a metric in the owner's sense; every line is a person and a thing to do before she walks in or out.
Three lines do most of the work. First-timers by name, because a first-timer greeted by name comes back and one who is asked "have you been here before?" often does not. Intros expiring this week, because the membership conversation belongs at the desk on the day, not in an email after. And open declines, because the kindest way a member can learn her card failed is from a person who says "no rush, here's a link" — and the cruelest is a suspended booking in front of a class.
The two numbers the desk should never see
Revenue. A front desk that can see the day's revenue starts to see members as revenue, and members can tell. The desk's job is hospitality; the money is the owner's job, and the two are best kept in different rooms.
A leaderboard. Ranking desks or staff by intro conversion is the most reliable way to convert more intros this month and keep fewer members next year, because it turns a greeting into a pitch and a first-timer into a target. The manager can see conversion by teacher or by desk as a coaching tool, compared like with like. The desk sees today's list and the names on it.
| Number | Owner | Manager | Front desk |
|---|---|---|---|
| MRR vs pace | weekly | — | — |
| Churn, holds, declines | weekly | her site | open declines, today |
| Cost per member by channel | weekly | — | — |
| Recovered revenue | weekly | her site | — |
| Fill vs break-even | on a move | daily | — |
| At-risk list | on a move | daily | who is in today |
| Intros in flight | on a move | daily | expiring this week |
| First-timers | — | by cohort | by name, today |
| Speed to lead | on a move | weekly | the list, this morning |
| Staff hours vs revenue | monthly | her site | — |
| Rankings by desk or teacher | — | coaching only | never |
| Open tasks, due and overdue | everyone’s | her people, daily | her own and the desk’s, today |
One set of definitions underneath
Three screens only work if they read the same rules. When the owner's churn tile, the manager's at-risk list and the desk's open declines all draw on one written definition of what a member is and when a fade starts, the three people can talk about the same member and mean the same thing. When each screen has its own logic, Monday's meeting is spent reconciling numbers instead of acting on them. The numbers-don't-match piece is what happens otherwise.
Where this lives
That is how Xyzios is arranged. The owner sees every board; a location manager's boards follow her locations, with the at-risk list for her members, and the KPI board shows every location beside hers; the front desk sees the day — first-timers by name, intros expiring, open declines, one-tap check-ins — and nothing about finance or rankings. All three read the same definitions, and the member notes arrive drafted, ready for the owner's or manager's approval, while the desk gets a flag beside the name. Mindbody or Mariana Tek stays your system of record, and nothing is written to Mindbody except what you tap or approve.
Everyone also works from one Tasks list: their own to-dos, the jobs handed to them, such as a member's call from At Risk, and, for managers, the jobs Xyzi finds at their sites. Owners and managers see their people's open and overdue tasks in the Team view.
Wherever you build the screens, give each person the numbers she can act on and take away the ones she cannot. The dashboard piece is the full page; the product page shows the three views.