By team

Metric trees tailored for every function: finance, marketing, product, sales, engineering, HR, customer success, operations, and executive leadership.

Metric tree guides for every team: finance, marketing, product, sales, engineering, HR, customer success, operations, and executives.

9 guides

Chapters
01Why finance needs metric trees
02The DuPont analysis: the original metric tree
03Revenue decomposition for finance teams
04Cost driver trees
05Profitability and unit economics
06Bridging finance and operations
GuideBy team
Metric trees for finance teams
Finance teams already think in decompositions. Variance analysis, budget vs actual breakdowns, and waterfall charts all attempt to explain why a number moved. A metric tree formalises that instinct into a persistent, connected model that links financial outcomes to the operational levers that drive them. This guide shows how to build financial metric trees, from the century-old DuPont framework to modern revenue, cost, and profitability decompositions.
View guide10 min read
Chapters
01The vanity metrics trap
02Anatomy of a marketing metric tree
03Connecting marketing metrics to revenue
04Channel-level decomposition
05Brand vs performance: the false divide
06Attribution challenges and how trees help
07Building your marketing metric tree
GuideBy team
Metric trees for marketing teams
Marketing teams drown in metrics. Impressions, clicks, MQLs, SQLs, ROAS, CAC, brand lift, engagement rate. The problem is rarely a shortage of data. It is the absence of structure that connects activity metrics to the revenue outcomes the business actually cares about. A metric tree gives marketing a single, navigable model that links every campaign, channel, and tactic to the commercial results it produces. This guide shows how to build one.
View guide9 min read
Chapters
01Why product teams need metric trees
02Product metrics frameworks and where they fit
03Building a product metric tree
04Avoiding vanity metrics
05Connecting product metrics to business outcomes
06Practical examples by product type
07From metric tree to sprint decisions
GuideBy team
Metric trees for product teams
Product teams sit at the intersection of user behaviour and business performance. A metric tree gives them a structured way to decompose high-level goals into the product levers they control, turning frameworks like HEART and AARRR from static models into living systems. This guide shows how to build a product metric tree, avoid vanity metrics, and make every sprint decision traceable to a business outcome.
View guide9 min read
Chapters
01Why sales teams drown in metrics
02Anatomy of a sales metric tree
03Pipeline metrics vs outcome metrics
04Rep-level vs team-level vs org-level metrics
05The marketing-to-sales handoff in the tree
06Connecting sales metrics to company-level goals
07Building your sales metric tree
GuideBy team
Metric trees for sales teams
Sales teams drown in metrics. CRM dashboards surface dozens of numbers, from calls made to pipeline coverage to quota attainment, but rarely explain how they connect. A metric tree gives sales leaders a single structure that traces revenue all the way down to the daily activities that produce it. This guide shows how to build a sales metric tree, structure metrics across org, team, and rep levels, and bridge the gap between marketing-generated pipeline and closed revenue.
View guide9 min read
Chapters
01Why engineering metrics are uniquely difficult
02Anatomy of an engineering metric tree
03Connecting engineering to business outcomes
04DORA metrics and where they fit in the tree
05Platform and infrastructure metrics
06Avoiding gaming and Goodhart's traps
07Building your engineering metric tree
GuideBy team
Metric trees for engineering teams
Engineering is one of the hardest functions to measure well. Lines of code, story points, and pull requests closed tell you almost nothing about whether a team is effective. A metric tree gives engineering leaders a structured way to connect what teams actually do to the business outcomes that matter, without falling into the trap of measuring activity instead of impact. This guide shows how to build an engineering metric tree that spans from delivery speed and quality down to the operational levers that teams control day to day.
View guide9 min read
Chapters
01Why HR struggles to prove impact
02Anatomy of an HR metric tree
03Connecting engagement to retention to revenue
04Talent acquisition metrics that matter
05Development, performance, and DEI in the tree
06Avoiding vanity HR metrics
07Building your HR metric tree in practice
GuideBy team
Metric trees for HR and people teams
HR teams track dozens of metrics, from eNPS scores to time-to-hire to training completion rates. Yet when the board asks how people investments affect revenue, most HR leaders struggle to answer with precision. The problem is not a lack of data. It is the absence of a structure that connects people metrics to the business outcomes they ultimately drive. This guide shows how to build an HR metric tree that traces workforce effectiveness from employee engagement all the way to revenue impact, giving people teams the causal model they need to prove and improve their contribution.
View guide9 min read
Chapters
01Why customer success teams struggle with metrics
02Structuring a customer success metric tree
03Connecting CS metrics to revenue
04Leading indicators of churn and where they sit in the tree
05Health scores and how they fit in the tree
06The sales-to-CS handoff in the metric tree
07From reactive reporting to proactive action
GuideBy team
Metric trees for customer success
Most customer success teams are stuck in reactive mode: responding to support tickets, scrambling before renewals, and investigating churn after the customer has already left. A metric tree gives CS leaders a structured, causal model that connects leading indicators of customer health all the way up to Net Revenue Retention. This guide shows how to build a CS metric tree, where health scores fit, how to handle the sales-to-CS handoff, and how to shift from lagging reports to forward-looking action.
View guide9 min read
Chapters
01The operations measurement challenge
02OEE: the original operations metric tree
03Supply chain metric decomposition
04Service delivery operations
05The efficiency, quality, and speed triangle
06Connecting operations metrics to financial outcomes
07Building your operations metric tree
GuideBy team
Metric trees for operations teams
Operations teams face a unique measurement challenge: optimising for one dimension (speed, cost, quality) almost always creates tension with the others. A flat dashboard of 30 KPIs cannot capture these tradeoffs. A metric tree can. By decomposing a single North Star, such as operational efficiency or unit cost, into the drivers that produce it, operations leaders gain a connected model that reveals where improvements compound and where they conflict. This guide covers how to build operations metric trees across manufacturing, supply chain, and service delivery contexts.
View guide9 min read
Chapters
01What executives actually need from metrics
02How to read a metric tree
03The three questions a metric tree answers
04Metric trees in board meetings
05What to look for as a leader
06Building a metric tree culture
GuideBy team
Metric trees for executives
You do not need more dashboards. You need a model of how your business works that you can navigate in real time. A metric tree gives you that model.
View guide7 min read

By team

Metric trees for finance teams

Metric trees for marketing teams

Metric trees for product teams

Metric trees for sales teams

Metric trees for engineering teams

Metric trees for HR and people teams

Metric trees for customer success

Metric trees for operations teams

Metric trees for executives

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