Front-load tomorrow's chairs to start closing a $290,578 gap before month-end. You're banking 2.36 against a budget target of 4.15 — below even the bottom 10% of our offices. Three levers below carry $484,712 of open production for the day.
You're pacing at 2.36 against a budget target of 4.15 — below even the bottom 10% of our offices (p10 is 2.69), so you're trailing the number with the clock running.
You're netting about +12 patients against a target of +37 — that puts you between the bottom-quarter flag (+7) and the median (+22), so growth has stalled below where it should be.
Your churn is running 48.6% against a target of 22.5% — that's well above the level (37%) where it needs attention, and nearly triple our best offices at 19%.
$2,197,473 of open production is at stake across all three offices, and the one thing to drill everywhere is Admin Appointment Churn — broken in all 3 and costing $492,892 in profit. The loop is stalled: 0 of 3 offices has acted on a single directive.
Admin Appointment Churn is your one shared gap — broken in all 3 of 3 offices, and a profit lever. Pull the front-desk teams from all three into one session on how appointments get cancelled, rescheduled, and dropped, and standardize the process once across the region.
Hygiene Production per Visit is region-wide too (3 of 3, $178,561) — a good second topic for the same session. But churn is the bigger money: lead with it.
None of your 3 offices has acted yet. All three have 3 open directives each, with zero measured and zero moved the right way. The loop is stalled on action, not results — the first job is simply getting these teams to do what was already asked.