Source: medium.com 

I started at the top, first working on the dashboard which would serve the executive team. This would be in the form of a weekly tearsheet of metrics to be handed out at the executive meeting every Tuesday. I worked closely with our VP Product and VP Operations, iterating on different ways that the company can be measured. We went back and forth and iterated over a few solutions. Over a few weeks, the format was settled. The tearsheet would list out the most important metrics relevant to each team. The tearsheet would go back five weeks. In separate tabs, each metric in this document would be clearly documented with precise definitions. Next to each weekly number, there would also be a projected number, drawn from our master planning document. We could compare the two to see if we are on track with our overall strategy. This exec tearsheet is our most important dashboard. It lays the foundation for how people at 500px should be thinking about their work. From this tearsheet, dashboards for the other teams followed. I ended up creating a set of dashboards for each of the following teams: These dashboards were done in Periscope and were visual.

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