The gap this board fills. Your ISD Scorecard in Salesforce has 18 components and every one of them counts reps — soft contracts, hard contracts, calls, commissions, interested buyers. Not one of them shows a property. With FL falling out at 50% and sign-to-close running to 84 days at p90, the board you are missing is the one below: every property under contract, how long it has been on the clock, and whether anyone is actually working it. The rep scorecard follows underneath — it is the second question, not the first.

Rebuilt from SDR Dashboard (19 components) and HH Morning Huddle's lead section. Response time gets top billing because it is the only metric on the old board that is both below target and entirely inside the desk's control.

Effort next to output, always. Jordan has the most dials and the fewest appointments per hundred. Coverage alone would have shown him top of the board. That pairing is why the two columns never appear on separate pages.

Rebuilt from HBS Dashboard (11 components) plus the acquisition half of HH Morning Huddle and your follow-up audit. The two "missing data" components from the huddle are promoted into queues at the top, because a missing outcome is an action, not a statistic.

Carried over largely as built. Your existing title scoreboard already does the right thing — business-day dwell per Path stage from field history. It gains a goal line, a week-over-week delta, and the queue at the bottom, then keeps its shape.

Rebuilt from Exec Dashboard (19 components). Three changes: the gauges become pace-against-goal (a gauge spanning $150k–750k on the 27th of the month tells you nothing about whether you will make it), the FL/AL links become the global market filter, and the six duplicated conversion metrics collapse into the one funnel chain.

The biggest single collapse on the site. Your L10 dashboard runs 22 components because every metric is built twice — once for Florida, once for Alabama — plus a combined view. With market as a global filter, the same board is eight rows. The scorecard shape below is what an L10 actually needs: measurable, weekly, owned, on/off track at a glance.

Your two STS dashboards are clones of Exec. STS: FL and STS: Mobile are 18 components each, and they are the same thirteen metrics as the Exec dashboard with a market prefix on every label. That is 55 components expressing 13 measures. More to the point: they cannot be compared — putting Mobile next to Florida means opening two tabs and reading two gauges. Same-store sales is a comparison, so this board is built as one.

You said marketing dashboards are nowhere. Half of one exists — on a third system. Salesforce holds no spend data at all, so it can never answer a marketing question. dashboard.heartlandbuys.com already has weekly Direct Mail, PPL, PPC and TV scorecards with spend, CAC and 13-week rolling ROI. Sentinel has the PPC command centre and GA4. What has never existed anywhere is the board below: all channels on one row-per-channel table, spend through net profit, so you can rank where the next dollar goes.

Absorbed from the ops dashboard, largely as built. These four scorecards are the best thing in your stack and I would change almost nothing about them. What they get here is a home next to the sales boards instead of on a separate login, plus the shared metric dictionary underneath.

Carried over, merged. Pipeline revival and the follow-up audits currently live in three separate nav groups. They answer one question — is the book being worked — so they become one board with three sections.

This is the piece that fixes "sloppy" more than any layout change. Across your six Salesforce dashboards, RB - HBS Closing % appears four times, LM Appointment:Attended four times, Hearts Touched twice, and Opportunities - Next Contact Past Due three times. Every copy is a chance to drift. Here each metric has one definition, one owner, and one set of exclusions — and the ? next to any figure on the site links straight to it.

Two things to fix while absorbing it. First, the ops dashboard has a live bug: renderThisWeekBar() references twTimer and TW_REFRESH_MS, and neither is declared anywhere in the bundle — under strict mode that throws on every call, inside the shell render. Worth checking whether that bar is actually painting for anyone. Second, it carries three separate colour palettes: its own design tokens, a Tailwind slate set on the scorecards, and Google's on Automations — and the scorecard grid is a light table dropped into a dark app, with pastel fills inherited from the spreadsheet it replaced. Take the token system, drop the strays.

One thing worth deciding now. The Exec dashboard's "Deals Buy This Month" gauge, the L10 weekly goals, and the ISD monthly goals do not reconcile with each other: 32 contracts a month against 6 A/B contracts a week (26/month) against 18 soft contracts a month. They are measuring different objects at different stages, which is fine — but they are all labelled "contracts". The dictionary forces that to get resolved, and it is better resolved before the boards are built than after.