CEO / General Manager

Department: Management
Level: C-Suite / Executive
Primary objective: Complete visibility over company performance — revenue, pipeline, team, projects, cash — from a single place

What this role does in CRMconnect

The CEO does not operate platform modules daily — departmental teams do that. Their role in CRMconnect is as a data consumer and decision-maker: monitors consolidated KPIs, tracks OKR achievement, approves large contracts, detects deviations early, and communicates direction internally through announcements.

Modules used

The executive dashboard — DataPulse

First action at platform installation: configure the executive dashboard.

Where: /admin/datapulse → activate relevant widgets → reorder on homepage via drag-and-drop.

Recommended widgets for CEO:

Set the default period (current month or last 3 months) — figures update automatically at each login.

Monitoring routine

Daily — 5–10 minutes

/admin (homepage with DataPulse)
  → Cumulative revenue this month vs. target (Goals widget or Income)
  → Proposals accepted or rejected yesterday
  → Projects at risk (delayed, overdue tasks)
  → Open critical tickets

If an indicator is outside normal parameters → go into the detailed report or notify the department manager directly from the platform.

Weekly — 30 minutes

1. Sales — pipeline and revenue

/admin/reports → Sales
  → Revenue this week vs. same week last month
  → Invoices issued vs. paid → collection health
  → Proposals pipeline → total value and how many are at risk of expiry

2. Goals — progress against month's targets

/admin/goals
  → Filter current month
  → Target at 50% of period should be ≥ 50% achieved
  → Below 40% → at risk → discuss with department manager

3. OKR — quick check-in

/admin/okr
  → Check Key Results with stagnant progress > 7 days
  → Don't go into detail — identify blockages
  → Delegate corrective action to KR owner

4. Projects — portfolio status

/admin/projects (or /admin/project_roadmap)
  → Projects with deadline this week or past deadline
  → Projects with tasks blocked > 3 days

Monthly — 60–90 minutes

Informal P&L:

/admin/reports → Sales (revenue) + /admin/reports → Expenses (costs)
  → Monthly revenue vs. previous month and vs. same period last year
  → Expenses by category — which exceeded budget?
  → Estimated gross margin (revenue − direct cost)

Marketing ROI:

/admin/marketing_campaigns
  → Budget spent per campaign
  → Leads generated per campaign (via Lead Sources)
  → Revenue attributed to campaigns (Opportunities with source = campaign)

Sales KPI — team performance:

/admin/sales_kpi_categories
  → Scoreboard per agent: revenue, no. transactions, win rate, time-to-close
  → Identify top performers and those needing coaching

Cash position:

/admin/account_balances
  → Current balance in bank accounts + cash
  → Overdue receivables (AR aging) from /admin/invoices → filter Overdue

OKR — end-of-month review:

/admin/okr
  → Scoring per Key Result (0–1.0)
  → Causes of underperformance
  → Adjustments for next month/quarter

OKR — quarterly objectives framework

Where: /admin/okr

Structure:

OBJECTIVE (inspirational, qualitative)
  └── Key Result 1 — measurable number + target + deadline
  └── Key Result 2
  └── Key Result 3

Real example:

O: We consolidate our leading position in the SME segment
  KR1: Q3 Revenue ≥ 450,000 RON
  KR2: 15 new customers signed
  KR3: NPS ≥ 8.0 from post-delivery surveys
  KR4: Sales team at 6 active agents

Cadence:

• Start of quarter — define OKRs with management team
• Weekly — 10-min check-in on at-risk KRs
• End of quarter — scoring + retrospective + set up next quarter

OKRs are not performance reviews. A score of 0.7 on an ambitious objective is more valuable than 1.0 on a conservative target. Set team expectations at system installation.

Goals — targets with automatic progress

Where: /admin/goals

Difference from OKR: Goals are directly linked to CRM data — progress updates automatically as invoices are issued, customers created, expenses recorded.

Recommended company-level goals:

Automatic notifications: on reaching a goal → push notification in CRM. On period expiry without achievement → alert with realised percentage.

Approving large contracts

Flow configured by IT Admin at your request:

Contract created by sales agent (value > threshold set by you)
  ↓
Workflow Automation triggers:
  → Push notification + email → you
  → Task "Approve contract [X] — [customer] — [value]"
  ↓
You review contract from /admin/contracts
  → Approve → agent is notified → sends for signing
  → Return with notes → agent notification with feedback

Where to set the threshold: Ask IT Admin to configure in /admin/workflow_automation the rule with the minimum value requiring C-level approval.

Team capacity — Resource Workload

Where: /admin/resource_workload

Visualisation of tasks allocated per employee over upcoming weeks.

What to look for:

• Employees with > 40h allocated per week → overallocation → risk of delays
• Employees with < 10h allocated → underutilisation → reallocation opportunity
• Departments with bottlenecks → help manager redistribute or hire

Internal communication — Announcements

Where: /admin/announcements

Announcements visible to all users at login. They remain active until each user acknowledges them (dismiss).

When to use:

• Communicating monthly or quarterly objectives
• Policy or new procedure announcements
• Congratulations for collective results (team wins)
• Urgent notifications (procedure changes, important dates)

Executive alerts — what to configure with IT Admin

Ask IT Admin to configure in Workflow Automation:

Cross-departmental visibility — quick references

As CEO you have read-only access across all departments. When drilling into an indicator:

Practical tips

DataPulse is valuable only if configured correctly. The first 30 minutes invested in selecting the right widgets saves hours of manual reporting throughout the year. Configure at installation and review quarterly.

Goals with automatic progress > manual spreadsheets. If a CRM target doesn't update itself, it won't be tracked. Every important goal must be linked to a platform action — invoice paid, new customer, contract signed.

OKRs deliver what they promise only if the team has real check-ins. The system records progress, but the conversation behind the numbers — "why are we at 40%?" — remains your responsibility as a leader.

The 50% period alert is more valuable than the final report. A goal at 30% realised at mid-month can still be rescued. At 30% on the last day, there's nothing more to do. Configure the preventive alert, not the post-mortem.

Don't request reports — subscribe to them. Reports → Automatic scheduling → CEO receives the sales report every Monday morning. If you have to manually ask for the numbers, the process is already too slow.