C-level financial
Executive Financial Dashboard
- For
- CEO, CFO, board
- Asks
- Is the business growing profitably, and is technology spend earning its place in the P&L?
- Period
- Rolling 12 months, Sep 2025 – Aug 2026
Dashboards
Four boards, four audiences
Four worked examples, built by me to demonstrate business acumen: what I measure, who I measure it for, and what I conclude from the reading. All four run on synthetic data and each states the period it covers. The numbers are invented; the judgment is the point.
Example dashboard — demo data.Synthetic figures built to illustrate the instrumentation. No employer data.
These four boards are worked examples by Alvaro Garcia, built to demonstrate business acumen: what to measure, who to measure it for, and what to conclude from the reading. The numbers are invented; the judgment is the point.
ITIL v4
IT Service Operations
- For
- COO, CIO, service delivery
- Asks
- Are we meeting our service commitments, and where is the operation about to break?
- Period
- Rolling 12 months, Sep 2025 – Aug 2026
- For
- CTO, VP Engineering
- Asks
- How fast does this organization ship, and what does it cost us in stability when we do?
- Period
- Rolling 12 months, Sep 2025 – Aug 2026
Portfolio & dependencies
Transformation Roadmap
- For
- CEO, board, PMO
- Asks
- What are we changing over the next four quarters, what does it cost, and what breaks if one initiative slips?
- Period
- Forward-looking four quarters, Q1 – Q4 2027
How to read these
Five things that apply to all four
- 01
Start with the audience line
Every board names who it is for. A board that speaks to a CFO and a board that speaks to a VP Engineering should not contain the same numbers, and these do not.
- 02
Read the question, then the metrics
Each dashboard exists to answer one business question. If you cannot connect a metric back to that question, the metric is decoration and should be cut.
- 03
Status colors are not brand colors
Green, amber and red mean healthy, watch and breach — nothing else on the site uses them. The teal accent never signals status, so a colored number always means something.
- 04
Every chart carries its unit and its data
Units are printed above each chart, and every chart has a data table underneath it. A chart you cannot check is a chart you have to take on trust.
- 05
The judgment is at the bottom
Each board closes with what I would actually say in the room — what the pattern means, what it does not mean, and what I would do. Instrumentation is the easy half.
What each one covers
- Executive Financial DashboardC-level financial
That I report technology in the language a board already uses — margin, EBITDA, variance and unit economics — instead of asking them to learn mine.
- Monthly recurring revenue
- Gross margin
- EBITDA
- Budget vs. actual by area
- IT spend as % of revenue
- CAC, LTV, LTV:CAC
- Project portfolio ROI
- Budget variance
- IT Service OperationsITIL v4
That I run service operations against an ITIL v4 framework where every commitment has a number, an owner and an aging clock.
- SLA attainment
- MTTR and MTTA
- Incidents by severity (P1–P4)
- Change success rate
- Ticket backlog and aging
- First-contact resolution
- Critical service availability
- Cost per ticket
- DevOps Delivery PerformanceDORA
That I read DORA metrics against their published performance bands rather than just plotting them — throughput and stability are one trade-off, not two scores.
- Deployment frequency
- Lead time for changes
- Change failure rate
- Time to restore service
- Pipeline duration
- Build success rate
- Test coverage
- Open vulnerabilities by severity
- Transformation RoadmapPortfolio & dependencies
This is the one that shows judgment rather than instrumentation: sequencing, dependencies, RAG status and the investment-to-benefit case behind each lane.
- Four-quarter roadmap across four lanes
- RAG status per initiative
- Owner and investment
- Expected benefit
- Inter-initiative dependencies
- Investment by lane
- Cumulative benefit