Financial Metrics and KPIs

🌍 A Wake-Up Call for Financial Institutions: Physical Risk at the Asset Level New research in Nature reveals that current assessments of climate physical risk are drastically underestimating potential losses by up to 70% when neglecting asset-level information. Acute climate events, like hurricanes, also amplify these risks, potentially leading to underestimations of up to 82%. For financial institutions, this means that traditional risk models could be dangerously inaccurate. Integrating granular, asset-level data is crucial for accurate risk management and investment strategies. This report provides a powerful five-step framework for doing so🌱📊 👉https://lnkd.in/en97BTtj #climate #climaterisk #climatefinance #climatedata #esgdata #sustainability #risk #finance #assets #riskmanagement #climateimpacts #climatescience

9 out of 10 CEOs are tracking the wrong metrics. (I learned this the hard way.) So many are flying blind. Making gut decisions. Wondering why growth feels so hard. But these 18 KPIs change everything. Here's what every CEO should be watching: REVENUE & PROFITABILITY ↳ Revenue Growth Rate shows if you're gaining momentum ↳ Gross Margin reveals your pricing power ↳ Net Profit Margin tells the real health story CASH & RUNWAY ↳ Operating Cash Flow confirms you're funding yourself ↳ Cash Runway warns when to raise or cut spend ↳ Burn Multiple shows capital efficiency to investors CUSTOMER METRICS ↳ Customer Acquisition Cost guides marketing budgets ↳ Customer Lifetime Value validates if CAC is justified ↳ LTV-to-CAC Ratio predicts long-term profitability RETENTION & GROWTH ↳ Net Revenue Retention measures product stickiness ↳ Churn Rate gives early alerts on product issues ↳ Net Promoter Score predicts retention and referrals OPERATIONAL EFFICIENCY ↳ Sales Cycle Length impacts cash flow forecasts ↳ Days Sales Outstanding signals collection efficiency ↳ Employee Turnover Rate reflects culture and hiring FINANCIAL HEALTH ↳ EBITDA strips out accounting noise ↳ Growth Efficiency Ratio reveals expansion quality ↳ Average Revenue Per Account tracks upsell impact The magic isn't in tracking everything. It's in tracking the RIGHT things consistently. Most CEOs drown in vanity metrics while missing the signals that actually predict success. These 18 KPIs cut through the noise. They give you the clarity to make confident decisions. And the confidence to sleep better at night. 🔖 Save this cheat sheet. Review it monthly. ♻️ Share it. Help a CEO in your network. P.S. Which KPI do you watch most closely? Share in the comments below. Want a PDF of the 18 KPIs for CEOs? Get it free: https://lnkd.in/dhh5irfH And follow Eric Partaker for more CEO insights. ————— 📢 Ready to become a world-class CEO? I'm hosting a FREE TRAINING: "7 Steps to Become a Super Productive CEO" Thur, June 12th, 12 noon Eastern / 5pm UK time https://lnkd.in/d9BuZcrd 📌 20+ Founders & CEOs have already enrolled in our  next CEO Accelerator cohort, starting July 23rd. Earlybird offer ENDS SOON. Learn more and apply: https://lnkd.in/dwjGUkEN

If you benchmark projects on €/kWp, you miss the point. The real metric is €/MWh. In practice, I keep running into the same discussions: How do you compare Project A (say, in Eastern Europe) with Project B (say, in Southern Europe), when grid, construction, O&M or financing have totally different cost profiles? Instead of arguing over individual cost items, there’s a simpler way: look at LCOE (€/MWh). What really matters (short & clear): --> €/kWp = construction indicator, but not a success factor. --> LCOE (€/MWh) captures CAPEX, OPEX, performance (PR/degradation), financing & lifetime. --> A “more expensive” project can deliver cheaper power thanks to higher yield, longer lifetime, or better financing. --> Investors and banks already benchmark on €/MWh, not €/kWp. Number flavor (utility scale, all-in incl. EPC, development, financing): -->Typical Utility Scale DE/CEE (2024): ~560–600 €/kWp all-in -->Project A: 580 €/kWp, PR 80%, WACC 6%, 25 years -> ~49-52 €/MWh -->Project B: 640 €/kWp, PR 87%, WACC 5%, 30 years -> ~40-43 €/MWh --> Same installed capacity, different assumptions –> output beats input. Do you still benchmark projects on €/kWp? Or already on €/MWh? And which 3 variables move your LCOE the most: PR, WACC, O&M, degradation? #AndreasBach #LCOE #SolarPV #ProjectFinance #CleanEnergy

My client closed a 20 Cr deal size in 10 days Here's the system we used Niche: He's in SME financing. Competitive market. Smart operators everywhere. But here's what most people miss about personal branding: It's not just about good content. It's about turning visibility into actual leads (this is a classic case of that) Now lead generation has 4 non-negotiables: 1. ICP Precision We spent 2 days just on this. Not "SME owners." Not "business owners who need financing." Specific: Real estate companies doing ₹10-50 Cr revenue, specially building into tier-2 cities, currently using traditional bank loans. Tip: Wrong audience = wasted effort. Your message could be perfect, but if you're talking to the wrong people, you fail. This is the #1 killer of outreach campaigns. 2. Pain Point Language We didn't talk about "flexible financing solutions." We talked about: → "Stuck waiting 90 days for bank approvals while your vendor demands payment in 30?" → "Losing expansion deals because traditional lenders won't finance tier-2 locations?" We used THEIR words. The exact phrases they use in 2 AM conversations with their CFO. Tonality matters. If you sound like a brochure, you lose. 3. Message Architecture Not a pitch. Not a "let's connect." A message that proved we understood their world: → Led with their specific problem → Showed we'd solved it before (proof) → Made one clear ask (not a demo, not a call—just a conversation) One message. One goal. No confusion. 4. The Volume Game Here's where most people quit too early. We reached out to 50 people. Got 8 responses. Had 2 real conversations. Landed 1 deal. That's the math. But here's the real deal: We controlled 4 variables 1. Volume - Consistent daily outreach (not random bursts) 2. Language - Tested 3 message variations, kept the winner 3. Timing - Reached out Tuesday-Thursday mornings (when decisions happen) 4. Target Audience - Ruthlessly refined the ICP after every 10 outreaches My client's 3 posts did their job - that built credibility. That's it. --------------- PS - My team's been on my case lately. They are complaining that we are not posting about how much we have grown in the last quarter. And they're right. So I'm changing that starting today. I'm pulling back the curtain on: → The deals we've helped close (like this one) → The campaigns that flopped (yes, those too) → The exact systems behind lead generation → What actually works in 2025 vs. what's outdated Stay tuned!

Physical climate risk data: the more we learn, the less we know? Khalid Azizuddin's recent piece in *Responsible Investor captures well what many practitioners are grappling with today: - asset-level data that remain incomplete or hard to interpret; - physical hazard exposure often disconnected from financial materiality; - little visibility on supply chains or customers; - adaptation and resilience efforts largely ignored; - and a risk of over-simplifying complex realities into a single “score.” Some three years ago, EDHEC Business School set out to address exactly these challenges, working to advance climate risk modelling and make decision-useful for investors, companies, and public authorities. In this work, we have developed: 🔹 a blueprint for a new generation of probabilistic climate scenarios; 🔹 high-resolution geospatial modeling capabilities to allow for geographic and sectoral downscaling, consistent with each scenario; 🔹 an open database of decarbonisation and resilience technologies through the #ClimaTech project, which officially launched this week. While the research is public, the new EDHEC Climate Institute has also been assisting a school-backed venture, Scientific Climate Ratings (SCR), which integrates this research to deliver forward-looking quantification of the #financialmateriality of climate risks for infrastructure companies and investors worldwide. While SCR provides a rating scale for comparability, it avoids the trap of over-simplification. Each rating is backed by probabilistic scenario modelling, analysis of physical and transition risk exposures, and explicit accounting for adaptation measures. The result is a synthesis that remains transparent, interpretable, and anchored in scientific rigour. Together, these initiatives aim to move the discussion from data abundance to decision relevance, equipping practitioners with tools that connect climate science, finance, and strategy.

Let’s normalise lead generation without templates. Most people chase shortcuts. They send thousands of connection requests. Copy-paste the same message. Wait for a few replies. Yes, some people respond. Fewer agree to talk. Even fewer ever convert. That’s not a system. That’s a numbers game. And numbers games burn trust. Real lead generation works differently. It’s slower. More intentional. And far more predictable. Instead of asking: “How many messages can I send today?” Ask: “Who do I genuinely want to build a relationship with?” Outreach should never be random. And it should never sound templated. Because people don’t respond to scripts. They respond to context. When your outreach shows: → you understand their business → you know where they’re stuck → you have a relevant perspective Conversations happen naturally. Yes, it takes time. But it converts. Templates optimise for speed. Intent optimises for trust. And trust always wins. So if you want more clients, stop playing the volume game. Build connections. Start conversations. Lead with intention. That’s how real outreach works.

Tesla’s second-quarter results paint a picture of a company caught in transition. There’s a road ahead, but Tesla is stuck in the slow lane, carrying the weight of underwhelming vehicle sales today while pushing the ambitious promises of robotaxis, AI, and energy dominance tomorrow. Revenue dropped 12% year-on-year, the sharpest quarterly decline in more than a decade, and adjusted profit of 40 cents per share missed Wall Street’s already-lowered expectations and free cash flow plunged 89% from a year ago. While Tesla insists its energy and AI businesses are ‘more critical than ever’, the company is offering little detail on how or when these emerging divisions will meaningfully move the needle for investors. Tesla’s more ‘affordable’ model has entered early production, but with volume ramp-up not expected until later in 2025, it’s looking more like a 2026 story than a meaningful growth driver this year, and the absence of updated delivery guidance also adds to the uncertainty. The bigger picture here is that Tesla is undoubtedly a technology business rather than an automaker. But with its traditional profit engine stalling, Tesla’s visionary plans need to start producing rather than just promising. Musk’s low-energy tone on the call will likely disappoint shareholders, it felt like Musk on mute rather than Musk the magician, particularly at a time when a steadier, more confident hand at the wheel was needed. Tesla’s long-term vision continues to evolve, from the rollout of its robotaxi platform to leadership in AI and robotics, and the eventual launch of more affordable models. But in the short term, with weakening fundamentals, leadership distractions and continued delivery shortfalls, the pressure on the share price is unlikely to ease anytime soon.

I watched a startup with $3M in revenue get rejected by investors last week. I've been in countless pitch meetings over the past 20 years. And I've noticed something shocking: Even startups with impressive revenue are getting turned down because their traction slides look like a random collection of vanity metrics. “500 signups” “10K app downloads” “50K monthly impressions” Sounds impressive. But unless those numbers connect to real business value, they mean nothing. Do this to make this your strongest slide: 1. Show revenue correlation Don't just say "500 signups" or "10K downloads." Show "$X revenue from 500 signups" and "12% conversion rate to paying customers." Connect the dots between activity and actual money. 2. Highlight retention, not just acquisition I'd rather see 100 users with 80% still active after 6 months than 10,000 users who disappear after a week. Retention proves you're solving a real problem that matters. 3. Demonstrate right-user adoption "Our solution is used by 73% of the target hospitals in Boston" tells me infinitely more than "we have thousands of users." Quality trumps quantity every single time. 4. Contextualize your growth Don't drop a growth percentage without explanation. Tell me why it's growing and how you'll maintain it. If your MAUs jumped 50%, what triggered that? And can you repeat it? 5. Illustrate your scaling engine Show me the machine, not just the output. If CAC dropped from $100 to $60, explain exactly how you achieved this and why it will continue improving. Remember this: Your traction slide must convince investors that your train is already moving – with or without their money. Your deck shouldn't be begging for investment. It should be offering an opportunity to be part of something already succeeding. Have you struggled with creating a compelling traction slide? #traction #investment #startups #founders

Sales is a numbers game. But NOT in the way you think. Here are 4 key metrics I like to measure to ensure funnel efficiency. #1 Curation Rate Since we have a 100% inbound funnel, not every booked call is quality. We range between a 60-65% curation rate. Ex: 100 inbound booked calls on the calendar. We'll cancel 35 of them on average as they are not a good fit. If we are below 60%, chances are good we are OVER qualifying prospects out. If we go above 65%, we are allowing too many in and that can waste my team's time. #2 Show Up Rate We average a 90% show up rate. Ex: Out of 65 calls, we'll run 58-59 calls. We do this through automation mixed with manual touches. If we dip, it's almost a guarantee that we didn't follow the process. #3 Offer Rate This is the percentage we "make an offer" to. We average 85%. If it's either too high or low, it could mean issues with the sales or marketing process. #4 Close Rate This is how many deals we close based on how many discovery calls we run. Depending on the salesperson, it ranges from 15-43%. This tells me how efficient and effective each rep is for the entire sales process. So here's the cool part with these 4 metrics: → Gives me a clear view from COLD to CLOSED. → Helps me prioritize the biggest constraints. → Now I can go deep to find the root issues. → And find the "story" behind the data. As the saying goes: "What gets measured, gets improved."📈

Just watched another entrepreneur blow through his marketing budget. $100K conference booth. $250k ad spend. Cold email campaigns. Zero clue which (if any) actually work. How most entrepreneurs approach real estate sales: • Sponsor a $25k conference booth • Pay channel partners $15K referral fees • Launch cold email campaigns Wonder why they don’t know what’s working. The numbers they're missing: • Cost per acquisition by channel • Value of each funnel stage • Which touchpoints actually drive revenue 100% of them are surprised when I show them the funnel math. The systematic approach: Take a $200/month PropTech tool: 2.5 year average customer life = $5,000 LTV Smart entrepreneurs work backwards from LTV to value each interaction: • 1.5% website visitor to lead conversion • 20% lead to demo conversion • 15% demo to close conversion Suddenly every touchpoint has clear value: • Each website visitor = $15 • Each lead = $1,000 • Each demo = $750 Why this changes everything: That $500 cost-per-lead suddenly makes perfect sense. That $1,500 broker referral fee? Easy decision. You stop throwing money at channels that don't convert. The buyer complexity problem: But here's where most entrepreneurs still fail. Real estate has multiple decision makers. Your messaging needs to match the role: Asset Manager: Cares about operational efficiency Pitch: "Reduces operating costs by 15%, increasing NOI" Head of Acquisitions: Focused on deal flow and speed Pitch: "Analyze 3x more deals in half the time" Facilities Manager: Worried about day-to-day operations Pitch: "Eliminates manual processes, reduces staff workload" Development Director: Thinking about project timelines Pitch: "Accelerates project delivery, reduces delays" What separates winners from losers: Winners know: • Exactly what each funnel stage costs and converts • Who the real decision maker is (vs who takes the meeting) • Which stakeholders hold veto power • How to tailor messaging to each role's priorities Losers treat every prospect the same and wonder why deals stall. The bottom line: Start thinking systematically about funnel economics and buyer roles. Track every interaction. Know your numbers. Match your message to your audience. Details for our next workshop in the comments.