Eyes 360 runs eye-care practices — appointments, eye exams, and the frames, lenses and contacts sold on the way out. The revenue was real; the visibility wasn't. We built the data entry system, the calculation sheets underneath it, and the dashboards on top, so the CEO and the team leads read the same board and get the same answer.
Same four people, two different truths — the full board is below, with the CEO and Team Lead views.
We're not going to paraphrase a client for you. This is the Eyes 360 CEO on the work — the dashboard on the screen behind him is the real one, and this page borrows its look. Press play.
What was broken, then the three layers we built — live. Log a sale yourself.
Appointments in one place, exam counts in another, eyewear sales in each practice's own spreadsheet — every clinic keeping its own numbers, its own way. Month-end meant someone collating the files and arguing about whose formula was right. The CEO found out in week three what happened in week one. Nobody could say, with a straight face, which optician was selling how much, which doctor was actually filling their exam day, or what a clinic day returned.
One form, at the counter, while the customer is still standing there. A slow form doesn't get used.
Raw entries become the numbers leadership argues from — per staff member, per clinic, per clinic day, against target.
One for the CEO, one per team lead — reading the same sheet, so there is exactly one version of every number.
Leadership can see who is selling how much, and how efficient each person is at their work — appointments per doctor-day against target, full exams against target, eyewear revenue per staff member per clinic day — without asking anyone, without waiting for month-end. Team leads coach from the entry log; the CEO reads the outcomes. And when someone's total and their per-day figure disagree, that's a conversation now, not a mystery.
A live re-creation of the shape of the system — same views, same targets, same tensions, invented people and figures.
Click a name. Then rank by $/day and watch who actually moves — the top seller and the best clinic day are rarely the same person. That gap is what the CEO wanted to see.
The dashboards are what everyone looks at, and they were the easy part. The interesting engineering was underneath. The calculation sheets had to survive the real world — corrections after the fact, a sale rung up under the wrong staff member, an exam on Tuesday that becomes a glasses sale on Friday, a doctor's day that was really a half-day. Get one of those wrong and the per-day rate lies, and a board that lies once is dead.
And entry speed was non-negotiable. If logging a sale takes three minutes while a customer is standing at the counter, staff batch it up for Friday afternoon — and Friday's memory is fiction. Getting entry down to under a minute did more for the accuracy of those dashboards than anything we did to the dashboards themselves. A board nobody feeds is worthless; most of our time went into the feeding.