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How to use the Corporate Development Dashboard

Learn to navigate the dashboard for prioritizing tasks, scheduling key meetings, monitoring deal movement, and assessing individual and team performance.

Dashboard Link: Access the Corporate Development Dashboard in our CRM by visiting this link.

Overview

The Corporate Development Dashboard provides a centralized view of the corporate development team’s priorities, meeting scheduling progress, deal management activities, and performance. It's designed to help team members and managers identify urgent actions, track meeting pipelines, and ensure deals move efficiently through each stage.

The dashboard is divided into three sections:

  1. Today's Tasks: Tasks that must be completed by the corporate development reps immediately on any given day. These include things like no-show meetings, meetings to schedule, contracts to send out, and callbacks to close.
  2. Supporting Insights: An overview of the corporate development deal pipeline and other helpful insights, such as deals on hold. This section does not contain any reports with actionable tasks, but rather provides context on the overall state and health of the corporate development pipeline as a whole.
  3. Performance Metrics: A series of reports to assess individual team member performance and how it relates to the overall team’s performance.

Dashboard Sections

Section 1: Today's Tasks

Tasks that must be completed immediately.

1 (a) No-Show Meetings to Reschedule

  • What it shows: Shows deals in the following stages with specific criteria based on the stage their in:
    • Introductory Meeting Stage: These are deals with a completed Introductory Meeting, with a DAR Meeting in the past, and no DAR Meeting in the future;
    • DAR Meeting Stage: These are deals with a completed DAR Meeting, with a Transition & Tech Meeting in the past, and no Transition & Technology Meeting in the future;
  • How to use it (for team members): If the respective meeting given the deal stage was completed, action the deal to the next stage immediately to indicate that the meeting was in-fact completed. If the prospective advisor no-showed the meeting, reach out to them immediately to schedule the meeting. Doing either of these things will remove the deal from this report. If you cannot reschedule the meeting, email your manager with the deal name and the reason that you can't reschedule.
  • How to use it (for managers): Ensure team members act quickly to reschedule no-show meetings or to move the deal to the next stage. Offer support if a rep encounters difficulty in scheduling or moving the deal. Escalate if repeated no-shows occur for the same prospect.

1 (b) Unassigned Deals 

  • What it shows: Deals that are assigned to deactivated users. These must be reassigned to another rep immediately.
  • How to use it (for managers): Reassign deals promptly to active reps based on capacity and expertise. Ensure the receiving rep is briefed on the deal’s status.

1 (c) Deals With Overdue Tasks

  • What it shows: Tasks that were created by a corporate development rep that has a due date in the past. These tasks are reminders set by each individual corporate development rep, and are not directly related to any specific meeting or calling workflow.
  • How to use it (for team members): Complete these tasks immediately. If you cannot complete a task, email your manager with the deal name and reason.
  • How to use it (for managers): Monitor overdue tasks throughout the day and ensure the team member is staying on top of their tasks.

1 (d) DAR Meetings To Schedule

  • What it shows: Shows deals where an initial meeting was completed but a DAR meeting has not yet been scheduled.
  • How to use it (for team members): Contact the prospective advisor to book the DAR meeting immediately. If you cannot book the DAR meeting, either mark the deal as being on hold or email your manager with the deal name and the reason that you can't book the meeting.
  • How to use it (for managers): Ensure scheduling is happening promptly to maintain deal momentum. Provide assistance or guidance with respect to escalation if advisors are unresponsive when attempting to reschedule.

1 (e) Transition & Tech Meetings To Schedule

  • What it shows: Shows deals where a DAR meeting was completed but a Transition & Tech meeting has not yet been scheduled.
  • How to use it (for team members): Contact the prospective advisor to book the Transition & Tech meeting immediately. If you cannot book the Transition & Tech meeting, either mark the deal as being on hold or email your manager with the deal name and the reason that you can't book the meeting.
  • How to use it (for managers): Ensure scheduling is happening promptly to maintain deal momentum. Provide assistance or guidance with respect to escalation if advisors are unresponsive when attempting to reschedule.

1 (f) Due Diligence Days To Schedule

  • What it shows: Shows deals where a Transition & Tech Meeting was completed but a Due Diligence Day has not yet been scheduled.
  • How to use it (for team members): Contact the prospective advisor to book the Due Diligence Day immediately. If you cannot book the Due Diligence Day, either mark the deal as being on hold or email your manager with the deal name and the reason you can't book the meeting.
  • How to use it (for managers): Ensure scheduling is happening promptly to maintain deal momentum. Provide assistance or guidance with respect to escalation if advisors are unresponsive when attempting to reschedule.

1 (g) Due Diligence Days To Mark as Complete

  • What it shows: Shows deals where a Due Diligence Day was scheduled with a date in the past that have has not been marked as completed.
  • How to use it (for team members): If the Due Diligence Day was completed, mark it as completed using the "Completed Due Diligence Day" playbook and log the date of the meeting as the completed date. If the Due Diligence Day was not completed, reach out to the prospective advisor to re-schedule the meeting immediately. If you are unable to reschedule the Due Diligence Day, either mark the deal as being on hold or email your manager with the deal name and the reason you can't reschedule the meeting.
  • How to use it (for managers): Ensure Due Diligence Days are being marked as completed promptly, or rescheduling is happening promptly to maintain deal momentum. Provide assistance or guidance with respect to escalation if advisors are unresponsive when attempting to reschedule.

1 (h) Due Diligence Forms To Prepare

  • What it shows: Shows deals where a Due Diligence Day was completed, and a Due Diligence Questionnaire has not yet been provided to compliance for review.
  • How to use it (for team members): Use the deal action modal in the right-sidebar to provide contract details on each prospective advisor associated with the deal, and attach the completed Due Diligence Questionnaires for compliance to review. If you are unable to complete a Due Diligence Questionnaire, email your manager with the deal name and the reason you are unable to provide it.
  • How to use it (for managers): Ensure Due Diligence Questionnaires are being completed and being provided to compliance promptly to ensure deal momentum. Provide assistance or guidance with respect to escalation if there is an issue in preparing or providing the questionnaire.

1 (i) Contracts To Get Compliance To Review

  • What it shows: Shows deals that have been sent to compliance so that they can review the contract details and the Due Diligence Questionnaire.
  • How to use it (for team members): Follow up with compliance to ensure the review is completed promptly to maintain deal momentum.
  • How to use it (for managers): Monitor review timelines and escalate to compliance management if delays impact deal closing timelines.

1 (j) Contracts to Get Executed

  • What it shows: Shows deals that have been reviewed by compliance, and contracts have been sent to the prospective advisor(s) for their signature.
  • How to use it (for team members): Monitor deals that have had contracts sent to prospective advisors to ensure they sign and return them and to maintain deal momentum. If contracts have been with the prospective advisor(s) for an extended period of time and you are unable to get them to sign and return them, email your manager immediately with the deal name and the reason they are not signing.
  • How to use it (for managers): Track contract execution timelines and intervene if follow-up efforts are unsuccessful.

1 (k) Callbacks To Close

  • What it shows: Shows deals that have had contracts sent to the prospective advisor(s) that we have either not followed up with since sending, or that you have a callback to close with that is in the past.
  • How to use it (for team members): Call the prospective advisor(s) immediately and log a callback to close using the "Callback to Close" playbook. If you are unable to successfully connect with the prospective advisor(s), or if you have scheduled more than 2 callbacks to close, email your manager with the deal name, the number of callback to close made, and the reason the prospective advisor(s) have not yet signed back the contract. You must send this email after every callback to close attempt if you have made more than 2 callbacks.
  • How to use it (for managers): Confirm that callbacks are completed promptly and address any advisor concerns that are delaying execution.

Section 2: Supporting Insights

An overview of the corporate development deal pipeline other helpful insights.

2 (a) Deal Pipeline

  • What it shows: A breakdown of the active deals that are in the Corporate Development Pipeline, with the number of deals and their respective AUM, broken down by corporate development rep.
  • How to use it (for team members): Track your deals’ progress by stage and focus on advancing high-value opportunities. Follow up on stalled deals to keep momentum.
  • How to use it (for managers): Monitor pipeline health and AUM distribution. Identify bottlenecks and balance workloads if necessary.

2 (b) Meetings Scheduled - Next 7 Days

  • What it shows: A breakdown of the number of meetings scheduled this week for each corporate development rep.
  • How to use it (for team members): Review your week ahead to ensure you are aware of all upcoming meetings.
  • How to use it (for managers): Identify reps with fewer scheduled meetings and work with the corporate development rep to increase their number of meetings, as well as the business development team to ensure Introductory Meetings are being properly distributed amongst all corporate development reps.

2 (c) Deals On Hold / Cannot Close A Door 

  • What it shows: A breakdown of the number of deals on hold, with the average time they are being put on hold and the average hold time remaining, broken down per rep.
  • How to use it (for managers): Monitor for excessive hold times and numbers of deals being put on hold for each rep, and with them to decide whether to continue pursuing or to lose deals.

Section 3: Performance Metrics

Metrics to assess your performance and how it relates to your team’s performance.

3 (a) Deals Won - Last 6 Months

  • What it shows: Monthly breakdown of the number of deals won and their AUM over the last 6 months.
  • How to use it (for managers): Monitor deal closure volumes, celebrate upward trends, and identify downward trends and work with reps to ensure targets are being met.

3 (b) Deals Lost - Total

  • What it shows: Breakdown of the total number of deals lost and their AUM.
  • How to use it (for managers): Identify patterns in lost deals to adjust processes or provide additional training.

3 (c) Deals Lost - Last 30 Days

  • What it shows: Breakdown of the number of deals lost and their AUM in the last 30 days.
  • How to use it (for team members): Use to quickly address recent loss reasons and adjust your approach.
  • How to use it (for managers): Investigate recent losses for any emerging trends such as an increased number of deals lost by rep. Provide coaching as necessary to reduce the number of lost deals moving forward.

3 (d) Introductory Meetings Completed - Last 30 Days

  • What it shows: Weekly breakdown showing the number of introductory meetings completed by each rep over the last 30 days.
  • How to use it (for team members): Compare your meeting volume to other team members to see how you are stacking up.
  • How to use it (for managers): Ensure meeting volume is consistent and work with the business development team to ensure meetings are being booked equally across the team. 

3 (e) DAR Meetings Completed - Last 30 Days

  • What it shows: Weekly breakdown showing the number of DAR meetings completed by each rep over the last 30 days.
  • How to use it (for team members): Compare your meeting volume to other team members to see how you are stacking up.
  • How to use it (for managers): Ensure meeting volume is consistent, and identify gaps in the pipeline where deals are not advancing to DAR meetings.

3 (f) Transition & Tech Meetings Completed - Last 30 Days

  • What it shows: Weekly breakdown showing the number of transition & tech meetings completed by each rep over the last 30 days.
  • How to use it (for team members): Monitor your progress in moving deals to the technical review stage.
  • How to use it (for managers): Assess whether delays are occurring between DAR and Transition & Tech stages.

3 (g) Due Diligence Meetings Completed - Last 30 Days

  • What it shows: Weekly breakdown showing the number of due diligence meetings completed by each rep over the last 30 days.
  • How to use it (for team members): Ensure you are closing the gap between technical meetings and due diligence.
  • How to use it (for managers): Monitor throughput to confirm deals are moving at the expected pace.

3 (h) Due Diligence Days Completed - Total

  • What it shows: Monthly breakdown showing the number of due diligence days that were completed, broken down by open, won, lost, and total deals.
  • How to use it (for team members): Track your performance in facilitating due diligence to improve your process.
  • How to use it (for managers): Use to measure the effectiveness of due diligence efforts in supporting deal closures.

3 (i) Call Volume - Last 7 Days

  • What it shows: Daily breakdown showing the number of calls made by each rep in the last 7 days.
  • How to use it (for team members): Review your recent calling activity and adjust if below target.
  • How to use it (for managers): Ensure call activity is aligned with meeting and deal pipeline goals.

3 (j) Call Volume - Last 30 Days

  • What it shows: Weekly breakdown showing the number of calls made by each rep in the last 30 days.
  • How to use it (for team members): Compare your monthly calling activity to prior months to maintain consistency.
  • How to use it (for managers): Track calling patterns over time to identify coaching opportunities and ensure sustained outreach.

Weekly Management Activities

Weekly Team Meeting

Part 1: Current State Review
    • Review Section 1 (Today's Tasks) to confirm no urgent items remain outstanding.

    • Discuss challenges in scheduling meetings, progressing deals, or completing due diligence.

    • Review Section 2 insights to plan for upcoming meetings and address stalled deals.

Part 2: Performance Review
    • Review Section 3 performance metrics as a team.

    • Highlight recent deal wins and successful stage advancements.

    • Identify areas where deals are getting stuck and agree on next steps.

    • Set measurable goals for meetings booked, deals advanced, and closures for the week ahead.

Individual Performance Discussions

  • Use performance metrics to guide one-on-one meetings.

  • Focus on patterns in meeting scheduling, deal advancement, and closure rates.

  • Create action plans for improving conversion at each stage.

  • Recognize strong performance in meeting goals and closing deals.