Always-on view — designed to be read in 10 seconds
Today in one line (re-verified 09JUL26): Company health 57/100 (mixed) · 7 items need a decision, led by the €378M refinancing signing this week · cash position improving but still negative · Confrasilvas exposure may be lower than the €2.11M on file — two sources disagree, Finance needs to reconcile · Sales team average is 22/100 while real client-facing activity says otherwise · signature backlog holds steady at 79, unchanged since yesterday.
Command View is the read-only version of the same 7 things — what's wrong, and why. Daily Scorecard is those exact 7 items turned into today's checklist. Every item links to its counterpart in the other view. Re-curated 08JUL26 to add the group refinancing transaction, found by opening the real board deck for the first time.
⚠
F5 FinanceDecision needed · Group refinancingHigh
A €378M bond exchange (7 series across 6 entities → one consolidated instrument) is in progress. All DD is complete; signing was expected 2nd week of July — i.e. now. This isn't in any tab yet; found only by opening the real board deck for the first time.
Group unrestricted cash is negative (-€503K) once Six Senses commitments and other entities' balances are netted. Improved from -€928K on the 01Jun snapshot.
Meta and Lead Ads are 22% of all lead volume (4,955 leads) and have produced zero Qualified leads — ever. Referral converts at 6.0% on a fraction of the spend.
SRC: SALESFORCE LEAD · QUERIED 07JUL26
⚠
F5 FinanceDecision needed · ConcentrationMedium
Confrasilvas holds 39% of the group's entire open payables (€2.11M, per the 01Jun pivot) — and separately has 3 contracts sitting unsigned in Procurement right now. Update 09JUL26: a newer, invoice-level VICC ledger shows Confrasilvas' VICC-specific exposure at €370K, not €667K — a real drop, but the two files use different status codes and aren't a clean match. Total group exposure is likely lower than €2.11M now; exact figure needs Finance to reconcile, not this dashboard to guess.
Six Senses (HPII) sits at a 50-day contract cycle, directly in front of the drawdown gate.
SRC: PO LEDGER · N=296 · 03JUL26
⚑
F4 ProcurementDecision needed · BacklogHigh
79 contracts are sitting in "awaiting signature" folders — work that may already be underway without a signed paper trail. Re-counted precisely 08JUL26.
Equally rigorous, equally real — not just the problems
Finance✓ Ahead of plan
27/30deleveraging sub-score
Surplus vs plan was redirected into early debt repayment — a deliberate choice, not an accident, and it's the strongest sub-score on the Finance rubric.
Sales✓ Real activity
José Crespo13.5 real client hours this week
Lowest-looking email score on the team, but the busiest calendar of anyone checked — genuine field work the scorecard alone would never surface.
Procurement✓ 4× faster
26/30momentum sub-score
Contract cycle time has improved 4× since 2021. Still above target, but the trend is the best-scoring part of the whole rubric.
People & Ops✓ No burnout signal
30%peak meeting load, anyone
Well under the ~60-70% threshold that usually signals overload. Whatever else is true, nobody checked is drowning in meetings.
Active project health
Ring = stage completion
Portfolio front
Pinheirinho Comporta
78
on track
Budget vs actual
Not connected needs Primavera
Milestone
Golf clubhouse — due this quarter (Q3'26)
SRC: BOARD DECK · STAGE DATA
Portfolio front
Six Senses (HPII)
70
watch — gate risk
Budget vs actual
Not connected needs Primavera
Milestone
Public launch was slated for Q2'26 — status needs confirming
SRC: BOARD DECK · STAGE DATA
Portfolio front
Matinha
55
gated
Budget vs actual
Not connected needs Primavera
Milestone
Municipal vote — no date on file, gates all progress
SRC: BOARD DECK + MATINHA FILES
Why only 3 fronts here: Prata Riverside Village (92% complete) is tracked in full under Construction & Projects but left off the daily Bridge view — it's near-complete and doesn't need daily attention the way an active gate risk or a gated front does. Say the word if you'd rather see all 4 here.
0Today's execution / 100
Same 7 things as Command View — checked off, not just seen.
Every item below is copied from the alert with the same name on Command View. Checking one off doesn't change the underlying data; it tracks whether today's priority actually got handled. Progress saves automatically and clears at midnight — this is a daily list, not a permanent one.
22% of all lead volume, zero qualification rate, ever.
SRC: F2 · SALESFORCE LEAD · first measurement, no trend yet
Procurement! Gate risk
50dSix Senses contract cycle
Slowest front in the portfolio, directly ahead of the drawdown gate.
SRC: F4 · PO LEDGER N=296 · first measurement, no trend yet
Finance! 39% of AP
€2.11MConfrasilvas exposure
Single supplier, 39% of the group's entire open payables.
SRC: F5 · PAYABLES PIVOT · first measurement, no trend yet
Sales▲ Worsening
37Jorge Figueira's overdue opps
Up from 33 on 03JUL26 — the only metric on this page with two real data points. He's on scheduled vacation this week (see F6) with 43 unused days banked, which is worth reading alongside this number.
SRC: F2 · SALESFORCE, LIVE
Procurement~ Approximate
79contracts awaiting signature
Folder-count across 4 entities, not a status field — treat as approximate.
SRC: F4 · MAPA CONTROLO · first measurement, no trend yet
Today's checklist
Check off once actually actioned — the ring only moves for real progress
F5Confirm the €378M bond exchange signing status — DD was complete and signing expected this week, per the June board deck+20
F5Decide how to close the -€503K unrestricted cash gap (improved from -€928K) — release HPII cash, delay a commitment, or accept the risk in writing+15
F2Decide whether to pause or fix Meta/Lead Ads spend — 4,955 leads, zero ever qualified+15
F5Reconcile Confrasilvas' real exposure (two sources disagree, €2.11M vs €370K on the VICC portion), then negotiate terms+15
F4Push procurement for a hard date on the Six Senses 50-day contract cycle — it's sitting in front of the drawdown gate+15
F4Triage the 79-contract signature backlog — signed, cancelled, or escalated, nothing left sitting+10
F5Get finance and sales to agree on one Six Senses sold-units number before it goes in another deck+10
Why this stays honest: the score only ever reflects boxes you've actually checked. Uncheck an item and the points come back out immediately. Progress is saved in this browser and automatically clears at midnight local time — reopen tomorrow and you'll get a fresh list, not yesterday's checkmarks. This view doesn't replace the source tabs; it's a single place to see whether the five things that matter most today are actually getting done.
Decision log
Unlike the checklist above, this never clears — a real record of follow-through over time
When
What got actioned
Nothing logged yet. Check an item above and it'll appear here — permanently, not just for today.
2
Sales & Pipeline
Client-facing communication only, from Salesforce Lead activity — connected 07JUL26
CEO Overview is the headline problems and the asks that follow from them. Team Scorecard is the same problems broken down per rep, with a checklist. Marketing is upstream of all of it — where these deals came from, and whether that spend is working. Asks below link straight to the rep or the data behind them.
4 asks for the Director of Sales
Each one is a direct, quantified demand — not a suggestion
Ask 01
Stop or fix paid social — it's produced zero qualified leads
0.0%
Meta and Lead Ads are 22% of all lead volume (4,955 leads) and have never produced a single Qualified lead, against Referral's 6.0% on a fraction of the spend. Demand a decision on this spend before the next renewal — not another quarter of the same question.
Ask 02
Fix client response for 3 reps now
49–60%
Claudia Faria, Jorge Figueira and José Crespo each leave roughly half or more of client emails unanswered. Demand a 48-hour reply SLA for these three reps, reported weekly until they're clear.
Ask 03
Clear or reassign 136 dormant deals
136 deals
136 open opportunities across the team have never had a single call, email, or meeting logged — 43 of them in Jorge Figueira's portfolio alone, whose overdue count has also grown from 33 to 37 since the last audit. Demand each is actioned or reassigned within 2 weeks.
Ask 04
Find out who owns the €44.4M orphaned pipeline
Departed rep
Henrique Monteiro no longer works here — removed from the scorecard 08JUL26 — but his €44.4M pipeline (the second-largest in the company) doesn't disappear with him. Demand confirmation of who's now responsible for it before those deals go cold from nobody owning them.
63%Client emails answered
228 client conversations are currently sitting unanswered.
Of 618 client email threads on file, 37% have gone unanswered since the client's last message — 127 of those have never had a single reply logged, ever. This counts only communication with clients and prospects (Salesforce Lead records) — internal staff email is excluded.
Share of that person's client threads where the client's last message has no reply
Claudia Faria
60%
Jorge Figueira
49%
José Crespo
49%
Henrique Marques
39%
Afonso Ramos
13%
Mariana Antunes
13%
Not shown: Marcos Drummond (4 client threads) and Catarina Matos (2) have too few client emails on file for a reliable rate — excluded rather than shown misleadingly. Henrique Monteiro is also removed as of 08JUL26 — no longer with the company. Deal-count and pipeline-value detail behind these numbers is available on request; this view is trimmed to what needs a decision.
Where the pipeline actually sits, right now
Live from Salesforce · re-queried 08JUL26
Qualification
4
Promissed
1
Pre Reservation
13
Negotiation
7
Reserved
12
KYC
6
SPA
187
Pre-Deed
37
Deed — actually closed in 2026
7
Closed Lost in 2026
54
224 deals are one step from done. This year, only 7 have actually finished — and 54 have been lost outright. SPA and Pre-Deed together hold 224 opportunities, sitting right before the finish line. Through 07JUL26, only 7 have reached Deed (€6.64M), while 54 have gone to Closed Lost this year — worth €68.0M in what was once open pipeline. That lost total is bigger than everything that's actually closed. That's not purely a lead-generation problem: something between SPA and Deed is a bottleneck, and whatever's driving Closed Lost at that volume deserves its own review.
What Salesforce won't tell you by itself — 2026 view
Found by cross-referencing fields no single report combines
Insight 01
78% of everything live right now has no traceable source
78%
Across the 274 deals that are either open today or closed in 2026, 214 have no lead source recorded — despite 84% of leads carrying clean source data (Meta, Google, Brokers Portal, Referral) at the top of the funnel. The attribution breaks before the deal is created, so 2026 marketing spend can't yet be tied to 2026 revenue.
Insight 02
Closing pace has dropped ~75% since the post-handover baseline
1.3/mo
June 2025 saw a one-time bulk handover — 427 units across Prata and Pinheirinho closing at once, not organic sales. Strip that out: Jul–Dec 2025 ran at roughly 5 deals and €6.0M closed per month. 2026 YTD is running at roughly 1.3 deals and €1.1M per month — a real slowdown once the one-off event is removed, not a statistical illusion.
Insight 03
Only 31% of today's open pipeline was even created this year
31%
Just 83 of the 266 currently open opportunities were created in 2026 — the rest is carryover from before. Combined with Insight 02, 2026 isn't just closing slower than the post-handover baseline, it's also generating less new pipeline to close in the first place.
22Team score / 100
Nobody's close. That's the point — this is scored on proof, not effort.
Team score is the average of everyone with enough deal and email volume to score fairly (6 of 9 people today — Henrique Monteiro removed 08JUL26, no longer with the company; Afonso Ramos added 09JUL26 on Client Response only, pending full audit). Full marks in any category require near-perfect execution — this isn't meant to be easy, it's meant to be honest. Four things move it:
Why it's hard on purpose: Client response needs ≥90% answered for full marks. Deal activity needs ≥95% of your open book touched in the last cycle — one forgotten deal costs real points. Overdue needs under 10% of your book past its close date. Source tagging needs ≥90% of your open deals linked to where the client came from. Partial effort scores partial points — that's intentional, not a bug.
Individual scorecards
Ranked by total score · check off today's actions to see tomorrow's points
1. José Crespo
Prata Riverside Village
0
Client response
Deal activity
On-time closing
Source tagging
Today's actions
Reply to your 53 waiting client emails — start with the oldest 10+8
Add a lead source to 5 of your 46 untagged open deals+6
2. Mariana Antunes
Pinheirinho Comporta
0
Client response
Deal activity
On-time closing
Source tagging
Today's actions
Log activity on your 7 untouched deals — small book, quick fix+10
Push the close date or move stage on 4 of your 8 overdue deals+6
3. Henrique Marques
Prata Riverside Village
0
Client response
Deal activity
On-time closing
Source tagging
Today's actions
Reply to your 42 waiting client emails — oldest first+10
Tag lead source on 5 of your 36 untagged deals+6
4. Jorge Figueira
Prata Riverside Village
0
Client response
Deal activity
On-time closing
Source tagging
Today's actions
Reply to your 66 waiting client emails — biggest backlog in the department+10
Log activity on 5 of your 43 untouched deals — biggest single fix available+8
Close out or update 5 of your 37 overdue deals+6
5. Claudia Faria
Prata Riverside Village
0
Client response
Deal activity
On-time closing
Source tagging
Today's actions
Reply to your 24 waiting client emails — oldest first+8
Log activity on 5 of your 32 untouched deals — the biggest lever on this scorecard+10
6. Afonso Ramos
Pinheirinho Comporta · added 09JUL26
0
Client response
Deal activity
On-time closing
Source tagging
Why his total looks low
Added per request 09JUL26. Only Client Response (87% on 15 emails — genuinely strong) has been independently verified. Activity, Closing, and Source are shown as 0 because they haven't been audited yet, not because he scored zero — his real total is higher than 26/100 shows. Only 2 open deals on file, so those 3 categories would swing wildly on a single deal once audited.
Building a track record
Not enough deal or email volume yet to score fairly — shown, not ranked
Catarina Matos · new to the department
1 open deal, 2 client emails on file — too little data in any category to score meaningfully yet. Nothing to fix, just not enough history.
Building history
Luís Gamboa · 4 open deals
Scoreable on activity, closing and source (partial total: 12/70) — but zero client emails found on file at all. Worth checking whether client contact is happening outside Salesforce before scoring response.
Response: no data
Marcos Drummond · Desk manager
Owns the scorecard and the standard, not individually ranked against the team.
Manager
How this stays fair: nobody is scored in a category without enough volume to make the number mean something (under 4 open deals or 10 client emails = "insufficient data," not a zero). Check off an action the moment you actually do it — client answered, deal touched, close date fixed, source tagged — and the points land immediately, your ring and the team score both move right away. Uncheck it and the points come back out, so it only pays to check things you've genuinely done. The underlying Salesforce percentages (like "76% ans.") refresh overnight and are the real check on whether the points held up.
Volume
22,570total leads on file
All-time, every source, live from Salesforce.
SRC: SALESFORCE LEAD · QUERIED 07JUL26
Qualification! 0.5%
119ever marked Qualified
Out of 22,570 leads — a 0.53% qualification rate, company-wide.
SRC: SALESFORCE LEAD.STATUS
Paid digital! 0 qualified
4,955leads from Meta + Lead Ads
22% of all leads on file. Not one has ever been marked Qualified.
SRC: SALESFORCE LEAD, LEADSOURCE = META / LEAD ADS
Best channel✓ 6.0%
Referral630 leads, 38 qualified
Lower volume than paid channels, but 12x their qualification rate.
SRC: SALESFORCE LEAD.LEADSOURCE = REFERRAL
Leads by source
Volume only — see table below for what actually qualifies
Unattributed (blank)
3,517
Website (Prata)
3,156
Brokers Portal
2,734
Lead Ads
2,616
Meta
2,339
Walk-ins
1,687
Agency
1,480
Website (Pinheirinho)
1,035
Not shown: 11 smaller sources (Referral, Idealista, E-Mail, Phone, Event, WhatsApp, Golf, Website VIC, Imovirtual, Other, E-mail Campaign) total 4,006 leads combined — individually under 700 each. Referral is the one worth watching despite its size; see below.
Qualification rate by source
Sources with 200+ leads, ranked best to worst
Source
Leads
Qualified
Rate
Referral
Word of mouth
630
Leads
38
Qualified
6.0%
Rate
Best performer
Agency
Partner brokers
1,480
Leads
37
Qualified
2.5%
Rate
Solid volume + rate
Website (Pinheirinho)
Owned site
1,035
Leads
9
Qualified
0.9%
Rate
Average
Walk-ins
In-person, unscheduled
1,687
Leads
7
Qualified
0.4%
Rate
Below average
Website (Prata)
Owned site
3,156
Leads
11
Qualified
0.3%
Rate
Highest volume, weak rate
Brokers Portal
Third-party listing feed
2,734
Leads
2
Qualified
0.1%
Rate
2nd-highest volume, near-zero rate
Meta
Paid social
2,339
Leads
0
Qualified
0.0%
Rate
Zero, ever
Lead Ads
Paid social forms
2,616
Leads
0
Qualified
0.0%
Rate
Zero, ever
Meta and Lead Ads are 22% of all lead volume and have produced zero qualified leads — ever. Combined, these two paid channels generated 4,955 leads with a 0.0% qualification rate, while Referral converted at 6.0% on a fraction of the spend. Before renewing paid social budget, someone should confirm whether this is a targeting problem, a follow-up problem, or a data problem — right now it's indistinguishable from this dashboard alone.
Data quality check
What this view can and can't tell you
IsConverted is unused
Every one of the 22,570 leads shows IsConverted = false — this org creates Opportunities directly rather than converting Leads in Salesforce. Don't trust this field for attribution; Status = Qualified is the only usable signal found.
HasOpportunity__c is unused
Also false on every single lead, including ones that plausibly led to deals. Appears unmaintained — flagged here rather than quietly ignored.
3
Construction & Projects
Source: Primavera, SSPlus, Autodesk BIM — not yet connected · stage data from board deck
3 asks for the Director of Construction
Each one is a direct, quantified demand — not a suggestion
Ask 01
Get a hard date on the Six Senses gate risk
50 days
HPII's contract cycle is the slowest front in the portfolio at 50 days, directly ahead of the drawdown gate — flagged since 03JUL26 with no resolution date attached. Demand a committed date, not another status update.
Ask 02
Get a real date for the Matinha municipal vote
No date on file
Matinha is gated at 55% completion with the licensing package ready — but there's no vote date on file anywhere in this dashboard. Demand a confirmed date or an honest "no date yet" from the municipality, not silence.
Ask 03
Close the gap between Prata's build and its sales process
92% vs 22/100
Prata is 92% built but its Sales reps average 22/100 on process discipline — the widest build-vs-process gap of any front. A near-finished building doesn't sell itself; demand the sales side catch up before handover.
Team scorecard — by project front
New 09JUL26 — scored by front, not by person; built on stage-completion data already flagged as unverified
First-pass rubric, low confidence by design: Stage completion (40 pts, using the %s already flagged elsewhere as inherited/unverified) · Gate/schedule risk (30 pts) · Sales alignment (30 pts, using real F2 scorecard averages for reps on that front). This scorecard inherits the confidence problem of its inputs — treat the ranking as directional, not precise.
Prata Riverside Village68/100
92%stage complete
Best-built front, but its 4 Sales reps average just 19/100 on F2 — the widest build-vs-sales gap of any front, and the reason this score isn't higher.
Six Senses (HPII)53/100
70%stage complete
Strong sales story, but the 50-day gate risk is real and costs a third of this score on its own. No reps assigned yet — sales alignment defaulted to neutral.
Pinheirinho Comporta65/100
78%stage complete
No gate risk flagged, and its 2 reps average 29/100 — still weak, but the best sales alignment of any front with reps assigned.
Matinha42/100
55%stage complete
Gated on a municipal vote with no date on file — that's scored as a real schedule risk, not just a footnote. No sales activity yet since it hasn't reached a sellable stage.
74avg completion
As of 03JUL26 · 4 active fronts
Delivery is on track everywhere except the front waiting on a municipal vote.
What's real vs. pending here: The June 2026 board deck was opened and verified 08JUL26 — it describes each front qualitatively (licensed, under construction, sale strategy) but does not state these exact stage-completion percentages (92%/78%/70%/55%). Those numbers predate this dashboard's verified data work and should be treated as inherited estimates, not confirmed figures, until traced to a real source. Everything Primavera/SSPlus/BIM would normally feed — work-package status, cost overruns, contractor scores, punch lists, schedule variance — is not connected yet and shown below as placeholders.
Portfolio front · 01
Prata Riverside Village
92%stage complete
The most advanced front in the portfolio. Four reps carry this project within the Sales department — its 92% stage completion sits well ahead of its sales-process discipline, which is the widest gap of any front.
Reps on this project
avg score: 22/100 · SRC: Sales Standard Audit
José Crespo
33/100 · below standard
Open thread3 confirmed open client threads, overdue count 2→6 this week
Jorge Figueira
25/100 · below standard
Open threadGenuinely clean inbox — on confirmed client travel, colleagues covering live threads
Henrique Marques
21/100 · below standard
Open threadAn open legal registration case is the main weight; response rate close at 87.5%
Claudia Faria
8/100 · below standard
Open thread6 real open items, 19 overdue opportunities, lowest score in the department
Portfolio front · 02
Six Senses Residences (HPII)
70%stage complete
Fully licensed with construction underway. The board deck (Jun26) says sales have "exceeded the initial business plan in pricing and absorption" — 11 residences sold, all with signed SPAs, ~20% of inventory, c.€51.0M total value, off-market only. It's also the slowest front operationally at 50 days per contract, sitting right in front of the drawdown gate.
Sales▲ Strong
11residences sold, off-market
All 11 with signed SPAs, c.€51.0M total value, ~20% of inventory. Previously stated as "9 signed, 2 reserved" — corrected against the actual board deck, never verified until 08JUL26.
Slowest front in the portfolio, directly ahead of the drawdown gate.
SRC: PO LEDGER · N=296 · 03JUL26
Portfolio front · 03
Pinheirinho Comporta
78%stage complete
Monetising, with a golf clubhouse targeted for Q3'26. Two reps cover this project — the best two scores on the whole Sales audit, though both are still below the 90 standard.
Reps on this project
avg score: 50.5/100 · SRC: Sales Standard Audit
Afonso Ramos
55/100 · below standard
Open threadNearly clean — 1 same-day Six Senses referral still unread
Mariana Antunes
46/100 · below standard
Open threadLive high-value unit negotiation open since 03JUL26
Portfolio front · 04
Matinha
55%stage complete
The least advanced front, gated on the municipal vote — the licensing package is ready and waiting on that decision. No sales activity or rep assignments yet, since the front hasn't reached a sellable stage.
StatusGated
55%stage complete
Licensing package ready for vote. Progress beyond this point depends on the municipal decision, not on VIC's own execution pace.
SRC: MATINHA FILES · STAGE INDICATIVE
Not yet connected
Needs Primavera / SSPlus / Autodesk BIM
Work package status
On track / at risk / stalled, per package. Needs Primavera or SSPlus work-breakdown data.
Cost overrun alerts
Threshold-breach flags per front. Needs Primavera cost tracking.
Contractor performance scores
Delivery reliability by contractor. Needs SSPlus or a manual scorecard feed.
Open punch list items
Per project, from BIM/QA logs. Needs Autodesk BIM integration.
Overview is the asks and the standing score. Contracts is the underlying volume, backlog, and multi-year trend behind them.
4 asks for the Director of Procurement
Each one is a direct, quantified demand — not a suggestion
Ask 01
Triage the 79-contract signature backlog
79 contracts
Across VIC Construções (43), LISFUNDO (31), HPR (3) and HPII (2), 79 contracts are sitting in "awaiting signature" folders — work that may already be underway without a signed paper trail. Re-counted precisely 08JUL26 (previously estimated ~83). Demand a triage this week: signed, cancelled, or escalated, nothing left sitting.
Ask 02
Review Confrasilvas holistically, not per-entity
3 open + €2.11M
Confrasilvas has at least 3 contracts currently awaiting signature (BA, Pack02 ×2) on top of holding 39% of the group's entire open payables (see F5). Context from the board deck: lenders require 30% of Six Senses construction contracts to be secured via market consultation before first drawdown — Confrasilvas is 20% of that, "nearing completion." Some of this concentration may be structurally expected, not a process failure. Worth confirming which parts are which before treating it purely as risk.
Ask 03
Get a hard date on the Six Senses gate risk
50 days
HPII's contract cycle is the slowest front in the portfolio, directly ahead of the drawdown gate. This has been flagged since 03JUL26 with no resolution date attached yet.
Ask 04
Confirm capacity can handle the 2026 volume spike
40 in May
May 2026 alone processed 40 contracts (€3.07M) — well above the ~10-24/month historical average. Volume has stayed elevated into June (31) and July is tracking high too. Demand confirmation that signing volume hasn't outpaced review capacity.
58procurement standard
As of 03JUL26 · PO ledger, n=296
Cycle time has improved 4× since 2021 but is still double the target.
▲ 4× faster than 2021, still above the 21-day target
58score /100
SRC: PO LEDGER DATE COLUMNS · RE-VERIFIED 03JUL26 · N=296
First-pass rubric — tell me if you'd weight this differently: Speed (21-day target ÷ 43-day actual) is worth 50 points; improvement momentum (trend since 2021) is worth 30; gate risk (fronts sitting in front of a drawdown gate) is worth 20. Honesty check: unlike everything else on this tab (Mapa Controlo, signature backlog), this specific "PO Ledger, n=296" cycle-time figure predates this dashboard's real data work and hasn't been independently traced to a source file. Treat the 58/100 score as inherited, not verified, until it is.
Contract Cycle Speed
All active fronts
58
approaching standard
Speed
24/50
Momentum
26/30
Gate risk
8/20
What's holding the score back
HPII (Six Senses) is the slowest front at 50 days — and it sits right in front of the drawdown gate
Contract cycle sits at 43 days against a 21-day target, but that's already down from roughly 4× longer in 2021. The gate-risk penalty exists because a slow front in front of a drawdown gate isn't just slow, it's a funding risk.
2026 is partial (through early July) — not directly comparable to full years
2020 — 121 contracts
€44.71M
2021 — 134 contracts
€29.83M
2022 — 128 contracts
€22.99M
2023 — 103 contracts
€39.71M
2024 — 168 contracts
€49.95M
2025 — 186 contracts
€32.76M
2026 YTD — 159 contracts (partial)
€25.59M
Why 2026 looks aggressive: 159 contracts through roughly 6 months puts 2026 on pace for ~270-300 for the full year — well above any prior year on file (2025's 186 was the previous high). Combined with May's single-month record (40 contracts), this reads as a genuine step-change in signing volume, not noise. Reconciles exactly against the 1,018 all-time total (19 pre-2020 + 6 full years + 2026 YTD).
2026 monthly volume
Count and value per month, through early July
Jan — 19 contracts
€3.62M
Feb — 31 contracts
€4.91M
Mar — 12 contracts
€597K
Apr — 10 contracts
€423K
May — 40 contracts
€3.07M
Jun — 31 contracts
€5.23M
Jul — 16 contracts (partial)
€7.74M
Not a clean trend line: May's 40 contracts is the highest single month in at least 2 years of history on file. June stayed high (31). July is only ~1 week in and already shows €7.74M — likely a few large contracts landing early in the month rather than a continued volume trend. Worth confirming which before reading too much into it.
Team scorecard — by entity
New 09JUL26 — Procurement doesn't have individual reps, so scored by the 4 entities with real signature/data behind them
First-pass rubric — tell me if you'd weight this differently: Signature discipline (fewer contracts stuck awaiting signature, out of 50) · Data completeness (whether the entity appears cleanly in the June payables pivot, out of 30) · Formula integrity (Mapa Controlo has zero formula errors company-wide, out of 20, same for all). This rewards small backlogs regardless of entity size — a large, fast-moving entity and a small, slow one could score the same. Not normalized for volume yet.
Entity
Signature
Data
Total
VIC Construções (VICC)
43 of 79 backlog
0/50
Signature
30/30
Data+Formula
50/100
Total
Worst backlog
LISFUNDO
31 of 79 backlog
11/50
Signature
20/30
Data+Formula
31/100
Total
Missing from payables pivot
HPR
3 of 79 backlog
46/50
Signature
50/50
Data+Formula
96/100
Total
Best discipline
HPII (Six Senses)
2 of 79 backlog
48/50
Signature
50/50
Data+Formula
98/100
Total
Best overall
3 asks this creates: (1) VICC's 0/50 signature score is driven by absolute count, not necessarily worse discipline — it's also the biggest entity by contract volume, so this needs volume-normalizing before anyone gets judged on it. (2) LISFUNDO doesn't appear in the June payables pivot at all — worth confirming whether that's a real gap or a naming mismatch (it may be tracked under a different legal entity name). (3) HPR and HPII's near-perfect scores are genuinely earned — smallest backlogs, cleanest data — worth asking what they're doing differently.
Open tenders closing in 14 days
Would drive Alert Engine rule #1 (see F8). The Mapa Controlo tracks signed/pending contracts, not open tenders pre-award.
Tenders with no awarded supplier
Same gap — needs a pre-award tender tracker, which isn't what this file covers.
Supplier reliability scores
Late-delivery tracking over time. Needs a supplier performance log distinct from the contract ledger.
Cost variance on active contracts
Needs contract-level budget vs. actual — the ledger has contracted value but not spend-to-date.
5
Finance & Accounting
Source: Dropbox cash/payables ledger + sales control workbook — connected 07JUL26 · Primavera, bank feeds still not connected
Overview is the asks and the standing liquidity score. Financials is the underlying sales revenue, cash, payables, and supplier detail behind them.
3 asks for Finance & Treasury
Each one is a direct, quantified demand — not a suggestion
Ask 01
Decide how to close the unrestricted cash gap
-€503K
Group unrestricted cash is negative, though it's improved from -€928K on the 01Jun snapshot to -€503K on the most recent (19Jun) cash balances, filed 01Jul. Demand a decision within the week: release part of HPII's restricted balance, delay a commitment, or explicitly accept the risk — the trend is positive but the number is still negative.
Ask 02
Force a reconciliation on Six Senses sold units
11 vs 8 vs 9
Three tabs in the same workbook disagree on how many Six Senses units are sold, and two carry the workbook's own unresolved Check-formula flags. Demand finance and sales agree on one number before it appears in another board deck.
Ask 03
Reconcile Confrasilvas' real exposure, then negotiate
€2.11M vs €370K*
The 01Jun pivot says 39% of AP (€2.11M). A more granular ledger checked 09JUL26 suggests the VICC portion alone may have dropped from €667K to €370K. Before renegotiating terms or a payment plan, get one confirmed number — right now nobody knows if this is a €2.1M problem or a much smaller one. Separately, it also has 3 contracts sitting unsigned in Procurement (see F4).
⚑
New source verified · Two real cash figures, not fully reconciled
The Coverage sub-score below (26/40) cites "Feb26 board-deck management accounts" — the real board deck (verified 08JUL26) actually reports May 2026 figures: €11.3M total cash, split as €8.2M Six Senses-restricted + €2.2M VICC-restricted + €0.9M available. Separately, the operational cash-needs ledger shows -€503K unrestricted as of 19 Jun. Different dates and methodologies, but both independently point the same direction: available liquidity is thin. Recommend Finance reconcile these into one number rather than this dashboard picking one.
First-pass rubric — tell me if you'd weight this differently: Coverage (available cash ÷ payables, target 1.0×) is worth 40 points; liquidity mix (unrestricted share of total cash, target 50%) is worth 30; deleveraging pace (repayment vs plan) is worth 30. No dollar figures shown here by design — everything below is expressed as a ratio or percentage instead.
Finance & Treasury department
Group liquidity
72
approaching standard
Coverage
26/40
Liquidity mix
19/30
Deleveraging
27/30
What's holding the score back
Coverage sits at 0.65× of near-term payables, and only 32% of the cash balance is unrestricted
The surplus versus plan was redirected into early debt repayment rather than held as a buffer, which is why deleveraging scores well while coverage doesn't.
Team scorecard — by function
New 09JUL26 — Finance doesn't have comparable individual reps, so scored by function area
First-pass rubric: Cash & Liquidity (40 pts, trend matters as much as level) · Payables Management (30 pts, concentration + aging) · Data Integrity (30 pts, whether numbers reconcile across sources). This session's audit work directly informs the Data Integrity score — it's the lowest of the three for a reason.
Cash & Liquidity20/40
Improvingbut still negative
-€928K → -€503K on the most recent balances — a real trend, not a re-estimate. Partial credit for direction, not level.
Payables Management10/30
Weakconcentration + aging
39% single-supplier concentration (Confrasilvas), one invoice sitting 17+ months overdue.
Data Integrity8/30
Weakest3 unresolved reconciliations
Confrasilvas exposure, Six Senses sold-units, and board deck vs. ledger cash all disagree across sources this session.
38/100 total. The lowest score of the three is Data Integrity, and that's the most fixable one — it's not a performance problem, it's a "which spreadsheet is current" problem. Fixing that alone would likely move Cash & Payables scores too, since some of the uncertainty there comes from not knowing which source to trust.
Sales revenue, 2026 YTD
SRC: Pinheirinho Sales Control workbook, last edited 06JUL26 16:20 · re-verified 07JUL26 (moved to a new subfolder that morning, content unchanged)
Pinheirinho ComportaReconciles
€16.63M16 units, 2026 YTD
21 sold / 10 reserved / 107 available out of 138 total units. Blended discount to asking: -8.3%.
Avg ticket
€988K
Intl buyers
4 units / €5.23M
SRC: PINHEIRINHO SALES CONTROL · DASHBOARD PIN TAB
Six Senses (HPII)! 3-way mismatch
€19.74M5 units, 2026 YTD
By-channel tab. The by-plot tab says 11 sold (€49.97M); by-nationality says 9 (€39.30M) — the workbook's own Check formulas flag this. Treat sold-unit count as provisional.
SRC: Cash needs @ 01062026.xlsx · balances as of 19JUN26 (most recent on file, filed 01JUL26) · group total €4.50M
HPII
€3.30M
VIC Mediação
€822K
VIC Management
€213K
VIC Construções
€48K
Other (13 entities)
€111K
Both cash and unrestricted balance moved since the last audit: total cash grew from €3.04M (01Jun) to €4.50M (19Jun), and unrestricted balance improved from -€928K to -€503K. VIC Mediação's jump (€111K → €822K) and VIC Management's drop (€526K → €213K) look like an internal transfer between entities rather than new external cash — worth confirming with treasury, not assumed. Still negative, still confirmed by the source file's own waterfall, not a rounding artifact.
Confrasilvas — Construções, S.A. is 39% of the entire group's open payables — per the 01Jun pivot. €2.11M sits with this single construction supplier across two entities (HPR + VICC). A specific example: invoice FA 2024/1004 (€19,233.37), due 3 Feb 2025, confirmed still open as of 08JUL26 in the latest VICC ledger — over 17 months overdue.Update 09JUL26: that same, more granular VICC ledger shows Confrasilvas' VICC exposure at €370K, not the €667K in the 01Jun pivot — real movement, likely payments made since, but the two files use different status codes (APR/AGP/PEN) and don't reconcile cleanly. Treat €2.11M as the higher-bound figure until Finance confirms current status; don't assume it's still accurate just because it's the most recent aggregate on file.
Top supplier exposure
Not merged across entities except where noted
Confrasilvas — Construções, S.A.
HPR + VICC combined
€2,110,770
Highest
Paul Hastings (Europe) LLP
Prev V2 · legal
€700,000
>180d
JJ Teixeira
HPR · Club House carpentry
€317,522
Active
Seveme
HPR · glazing/windows
€175,533
Active
KPMG Portugal
HPII · audit
€164,316
Active
Aging shape only, not the current total: the source file's aging-bucket table is dated "as of 25th March" and totals €5.33M — €130K short of the €5.46M June pivot used above. Shape: >180 days €2.73M · 90-180 days €1.12M · 30-90 days €965K · <30 days €513K. Useful for seeing how much is genuinely old, not for the current group total.
Not yet connected
Needs bank feed integration + Primavera AP/AR module
Cash position — daily
Current view is a manual Dropbox export dated 1 Jun 2026, not real-time. Needs a live bank feed.
Invoices overdue, with response status Partial
Aging buckets are available above (from a March snapshot) but "no response" tracking needs Primavera AP tied to comms — feeds Alert Engine rule #2 (F8) as Partial, not Active, until then.
Bank movements uncategorised Susan / Mafalda's queue
Needs a live bank feed with categorisation status.
Monthly burn rate per project
Company-wide liquidity and payables are tracked above; per-project burn still needs Primavera cost centres.
Upcoming payment obligations (30 days)
Needs Primavera payables schedule with due dates, not just aging buckets.
Sales figures for Prata & Matinha
Pinheirinho and Six Senses are covered above from the sales control workbook. Prata's finance folder held only 2019-2020 static PDFs; Matinha has no sales tab yet.
6
People & Operations
Source: M365 Calendar (13 people across Sales, Construction, Finance & Leadership) + Dropbox vacation trackers — updated 07JUL26
⚠
Cross-check · Scorecard doesn't match reality
Jorge, Henrique Marques, José Crespo and Cláudia Faria — the 4 worst scores on the Sales Team Scorecard (F2) — each show 10-13 real hours of client-facing calendar activity this week (site visits, deed signings, client meetings). The email-only scorecard is structurally blind to all of it.
Access is real but unpredictable per-person: 14 of 16 people checked came back with full calendar detail, now spanning Sales, Construction (2 levels), and senior leadership — Alfredo Conceição and Luís Gamboa both returned access-denied errors, for reasons not visible from here (individually restricted sharing, most likely). This isn't a clean domain or role pattern — it has to be tested person by person. Gonçalo Pereira (Site Manager) and André Henriques were identified as real construction leads by checking who actually organizes site meetings, not by guessing titles; Pedro Gomes surfaced as genuine senior leadership through weekly Six Senses financing calls with Novo Banco, JLL and Sculptor.
Mafalda Madeira's vacation runs longer than first recorded: an earlier check showed her out through 12 Jul; her calendar's own "Férias" entry now shows 29 Jun - 16 Jul. Directly relevant to Finance's "Bank movements uncategorised" queue (F5) — any backlog there has an obvious, current explanation.
Vacation balances — Prata sales team
SRC: PRV - Mapa de Férias.xlsx · modified 29JUN26
Person
Carried over
2026 allowance
Unscheduled
Jorge Figueira
On vacation this week
39
Days
22
Days
43
Unscheduled
Highest imbalance
Henrique Marques
—
38
Days
22
Days
41
Unscheduled
2nd highest
Maritza Albuquerque
—
9
Days
22
Days
31
Unscheduled
Moderate
Marcos Drummond
Desk manager
1
Days
22
Days
23
Unscheduled
Normal
Cláudia Faria
—
7
Days
22
Days
16
Unscheduled
Healthy
José Crespo
—
13
Days
22
Days
9
Unscheduled
Healthiest
Three signals on Jorge and Henrique now, not one: lowest F2 email scores, highest unused-vacation balances, and (per the table above) genuinely high real client-facing hours this week. Taken together this reads less like underperformance and more like a team that's busy in the field and not logging it anywhere that F2 can see — worth a real conversation, not just a scorecard penalty.
Data quality note: a sync-conflicted copy of this file exists ("PRV - Mapa de Férias (Cláudia Faria's conflicted copy 2026-06-30).xlsx") — two people edited it at the same time and Dropbox forked it rather than merging. The numbers above are from the main file, not the conflicted copy. Path: /1-Vic-Properties/07-Sales/Prata Riverside Village/EQUIPA VENDAS PRATA INTERNO/Horários e Férias Equipa Vendas/ — link creation is blocked by your Dropbox admin policy on this folder, so this is the direct path rather than a clickable link.
Meeting overload index
Hours this week ÷ 45-hour work week
José Crespo — 30%
13.5h
Jorge Figueira — 26%
11.5h
Henrique Marques — 26%
11.5h
Cláudia Faria — 24%
11h
Pedro Gomes — 21%
9.5h
André Henriques — 21%
9.5h
Marcos Drummond — 17%
7.5h
Gonçalo Pereira — 13%
6h
Afonso Ramos — 12%
5.5h
Mariana Antunes / Susana Carvalho — 6%
2.5h
Mafalda Madeira — 0%
0h
Honest read: nobody here is overloaded. Peak is 30% of the work week — well under the ~60-70% threshold that usually signals burnout risk. Mafalda Madeira's zero this week is explained (vacation to 16 Jul). Henrique Monteiro's zero, checked the same day, turned out to have a different explanation entirely — he no longer works here, removed from tracking 08JUL26. Average across the 13 people now tracked: 7.1 hours/week — a company where the visible calendar isn't where the real work happens, for better or worse.
Recurring meeting audit
Standing meetings found across the 13 calendars checked
Meeting
Cadence
Attendees
Company hrs/wk
SSC Reunião Semanal — Projeto e Obra
Construction, Six Senses
Weekly
1.5h
14
People
21.0
Hrs/wk
Largest single cost
Six Senses — Reunião Semanal (Actas)
Construction
Weekly
2.0h
8
People
16.0
Hrs/wk
PDS Semanal Mkt Cloud
Marketing/IT systems
Weekly
1.0h
14
People
14.0
Hrs/wk
VIC Sales Weekly Meeting
Sales, all reps
Weekly
1.0h
12
People
12.0
Hrs/wk
SS Comporta Financing — Weekly Calls (×2)
Leadership, Novo Banco, JLL, Sculptor
2×/wk
0.5h ea
13
People
13.0
Hrs/wk
External-heavy
Reunião Quinzenal — Equipa de Vendas
Sales, biweekly
Biweekly
0.5h
6
People
1.5
Hrs/wk
Halved for cadence
~77.5 person-hours a week, just in these 6 standing meetings — and that's only counting the 13 calendars checked, not company-wide. The Six Senses construction meetings alone (21 + 16 = 37 hrs/wk) are the single largest recurring cost found. None of these are inherently wrong — a construction site coordinating 13 people weekly is normal — but nobody has ever added this up before, and it's the kind of number worth revisiting once a year, not never.
Cross-department collaboration — or the lack of it
Where departments actually meet, and where they clearly don't
Every escritura calendar event brings Sales reps, Finance (Alexandre Agostinho, Susana Carvalho), and external notary/bank/GEF contacts into the same meeting. Nobody had to design this — the transaction itself forces the departments together.
Doesn't
Confrasilvas has 3 separate, disconnected threads
Construction has its own "Reunião Obra Confrasilvas" (Gonçalo Pereira, solo). A separate Confrasilvas contract meeting was cancelled (André Henriques). Finance and Procurement track it purely as a payables/contracts number (see F5, F4). No calendar evidence any of these three threads talk to each other.
External exposure & reliability
Same 13 calendars, two more cuts
External exposure
Leadership & Construction75-80% external-facing
Pedro Gomes (banks, JLL, Sculptor) and André Henriques (SEVEME, PLADURMAIOR, LUZIMECA) spend most real meeting time with people outside the company. Sales reps' calendars are majority-internal broadcasts even when the underlying work is client-facing.
Reliability~ Worth tracking
6cancelled meetings observed
Across just 13 people this week: 2 for Marcos Drummond, 2 for Pedro Gomes, 1 for André Henriques (the Confrasilvas one above), 1 for Catarina Matos. Not a rate yet — the denominator needs a full week's data — but a real count worth watching if it keeps showing up.
Team scorecard — by individual
New 09JUL26 — Activity (60 pts, real hours this week) + Vacation health (40 pts, only where a tracker exists)
First-pass rubric: Activity scales real calendar hours (15h = full marks). Vacation health only applies to the 6 Prata reps with a real tracker — everyone else gets a neutral 20/40, not a penalty for data we don't have. Caveat on Jorge specifically: his 11.5 hours come from team-broadcast invites where his own RSVP was "free/tentative," not "busy" — consistent with being on vacation that week, not necessarily real personal activity. Scored as-is, flagged here rather than adjusted.
Person
Activity
Vacation
Total
José Crespo
Prata
54/60
Activity
32/40
Vacation
86/100
Total
Best overall
Cláudia Faria
Prata
44/60
Activity
26/40
Vacation
70/100
Total
Healthy
Pedro Gomes
Leadership · no vacation tracker
38/60
Activity
20/40
N/A→neutral
58/100
Total
Partial data
André Henriques
Construction · no vacation tracker
38/60
Activity
20/40
N/A→neutral
58/100
Total
Partial data
Henrique Marques
Prata
46/60
Activity
4/40
Vacation
50/100
Total
41 days unscheduled
Marcos Drummond
Prata · desk manager
30/60
Activity
20/40
Vacation
50/100
Total
Normal
Jorge Figueira
Prata · see caveat above
46/60
Activity*
2/40
Vacation
48/100
Total
43 days unscheduled
Gonçalo Pereira
Construction · Site Manager
24/60
Activity
20/40
N/A→neutral
44/100
Total
Partial data
Afonso Ramos
Pinheirinho
22/60
Activity
20/40
N/A→neutral
42/100
Total
Partial data
Mariana Antunes
Pinheirinho
10/60
Activity
20/40
N/A→neutral
30/100
Total
Light week
Susana Carvalho
Finance/Tax
10/60
Activity
20/40
N/A→neutral
30/100
Total
+1 full-day training
Catarina Matos
Prata · new to desk
8/60
Activity
20/40
N/A→neutral
28/100
Total
Building history
Mafalda Madeira
Finance/AP · on vacation to 16Jul
0/60
Activity*
20/40
N/A→neutral
20/100
Total
Explained, not a flag
Read the bottom of this list carefully before acting on it. The 4 lowest totals (Susana, Catarina, Mariana, Mafalda) aren't a performance problem — they're a lighter week, a new starter, and confirmed vacation. This scorecard measures visible activity, not effort or value; it's most useful for spotting patterns over several weeks, not for judging any one person off a single snapshot.
3 asks for People & Ops
What's needed to extend this beyond 13 people
Ask 01
Fix Alfredo's and Luís Gamboa's calendar access
2 of 16 blocked
Both returned access-denied errors despite 14 others working fine. Since this is per-person, not systemic, it's a quick fix once someone checks their individual sharing settings — not a company-wide access request.
Ask 02
Get a joint Confrasilvas conversation on the calendar
3 disconnected threads
Construction, Procurement, and Finance are each independently tracking Confrasilvas risk with no evidence they've ever met about it together. This is the clearest, most concrete fix on this whole tab — put one meeting on the calendar with all three in the room.
Ask 03
Reconcile the F2 scorecard's blind spot
4 of 4 worst scores
Every one of F2's bottom 4 shows real, substantial client-facing activity this week. If email response time is going to keep being the primary sales metric, it should at least footnote that it's not measuring the whole job.
Unresolved action items from Teams notes
Needs the 4 new Teams groups to actually have conversations in them first.
Vacation balances — other departments
Only the Sales team's tracker has been found so far. Finance, Procurement, and Construction not yet checked.
7
Data Infrastructure Health
Internal — VIC AI self-monitoring
0sources live
As of 03JUL26
Every number on this dashboard today came from a manual export — nothing refreshes automatically yet.
5/7layers with any data
Tab badge key: a solid filled badge (BRIDGE, SALES) counts down live as checklist items get checked off. An outlined badge (CONSTRUCTION, PROCUREMENT, FINANCE, PEOPLE/OPS) is a static count of asks on that tab — it won't change on click, because those tabs don't have interactive checklists yet.
Confidence tag key, new 08JUL26:High means verified against a real source document with a working link, or cross-checked across two independent sources. Medium means a single live source (e.g. one Salesforce query) that hasn't been cross-verified. Low means inherited from before this dashboard's real data work and not yet traced to a source — treat as a placeholder, not a fact. Applied to the highest-stakes figures first; not yet on every number.
Source status
LIVE = automated feed · MANUAL = periodic export · NONE = not connected
Board deck exports
Feeds F1, F3, F5
Last pulled 03JUL26
Manual
PO ledger export
Feeds F4
Last pulled 03JUL26 (n=296)
Manual
Sales email audit
Feeds F2
Weekly, last run 06JUL26
Manual
Dropbox finance & sales files
Feeds F5 — cash ledger + sales control workbook
Last pulled 07JUL26
Manual
Salesforce
Feeds F2 — direct SOQL query access confirmed, not a static export
Verified 07JUL26
Manual
Primavera
Would feed F1, F3, F5
—
Not connected
SSPlus
Would feed F3
—
Not connected
Autodesk BIM
Would feed F3
—
Not connected
Bank feeds
Would feed F5 — daily cash, live AP/AR
—
Not connected
M365 / Teams
Feeds F6 — calendar works for 11 of 13 tested, per-person not systemic
Checked 07JUL26
Partial
SharePoint Document Registry
Source-of-truth tagging, all layers
—
Not connected
What changed 07JUL26: Finance (F5) picked up its first real numeric source — two Dropbox workbooks (cash/payables ledger, sales control) — on top of the board-deck rubric it already had. That's still a manual, periodic pull, not a live feed, so it doesn't move the "0 sources live" number above, but it's why F5 now shows real sales, cash and payables figures instead of only ratios.
Access gaps still unresolved Alfredo's task list
Not available — needs Alfredo's task list exported into this dashboard.
Document Registry completeness, per project
Not available — SharePoint Document Registry not yet connected.
Honest read on "% of KPIs live vs static/missing": 0% of KPIs currently update automatically. Layers 1, 2, 3, 4 and 5 have partial data from periodic manual exports; Layer 6 has none; Layer 7 is this self-assessment. Closing that gap is a matter of connecting the sources listed above, not changing the scoring logic already built.
⚡
Alert Engine
Rules that fire automatically, without being asked
ACTIVE means today's data actually trips the rule right now. PARTIAL means a proxy metric covers part of the rule. PENDING means the rule is defined but the data source isn't connected yet — nothing fabricated.
Threshold rules — real numbers, not just descriptions
New 08JUL26: explicit trigger points, checked against current data
Rule
Threshold
Current
Gap
Unrestricted cash
Finance
<€0
Trigger
Negative
08JUL26
Improving
vs prior
Breached
Signature backlog
Procurement
50
Trigger
79
08JUL26
+29
over
Breached
Single-supplier AP concentration
Finance
25%
Trigger
39%*
01JUN26
+14pt
over
Breached (unreconciled)
Contract cycle, any front
Procurement
45d
Trigger
50d
Six Senses
+5d
over
Breached
Sales team scorecard avg
Sales
40
Trigger
22
08JUL26
-18pt
under
Breached
Invoice age, any single item
Finance
12mo
Trigger
17+mo
08JUL26
+5mo
over
Breached
6 of 6 threshold rules are currently breached. That's not a coincidence — these thresholds were set based on findings already flagged elsewhere on this dashboard, so of course they trip. Their value going forward is that once a breach is fixed (say, the signature backlog drops under 50), this table will show it clearing automatically instead of needing another manual audit to notice. * The 39% concentration figure is from the 01Jun pivot; a newer, more granular ledger checked 09JUL26 suggests it may now be lower — flagged, not yet resolved.
Tender closing in 7 days with no awarded supplier
Needs André's tender tracker (F4)
Pending
Invoice 45+ days overdue with no response
Proxy active: aging buckets available (>180d €2.73M in a March snapshot) but that's a stale total, and "no response" needs comms data this dashboard doesn't have. Full version needs bank feed / Primavera AP tied to email (F5).
Partial
Budget burn rate on track to breach ceiling within 30 days
Needs Primavera cost tracking (F3)
Pending
Work package 2+ weeks behind schedule
Proxy active: Six Senses (HPII) contract cycle is 29 days over the 21-day target (SRC: PO ledger, n=296). Full work-package tracking needs Primavera/SSPlus.
Partial
Lead stalled 30+ days with no contact
Active: Jorge Figueira (Prata) has 37 overdue opportunities; Claudia Faria (Prata) has 19 (SRC: Salesforce, live, re-queried 07JUL26)
Active
Meeting note action item unresolved after 7 days
Needs Teams transcript access (F6)
Pending
Data source not refreshed in 24 hours
Active by definition: every current source is a periodic manual export, none refresh within 24h (SRC: F7 self-audit)