One executive screen — KPIs, smart alerts, the exhibits, the operations heatmap, and what's on track. Every figure live off the governed dataset.
Revenue £165m (▲10%) and £30m EBITDA at 18.2% margin keep the plan on track — but 4 of 7 acquired houses are still integrating and DSO sits at 55d. Bank the +£37m of value already captured by finishing integration across the house of brands.
8 of 8 headline metrics improving vs prior · still off target: Total Revenue £165m vs £178m, Adjusted EBITDA £30m vs £33m, Adj. EBITDA Margin 18.2% vs 20.0%
4 of 7 acquired houses remain unabsorbed; the +£37m EBITDA captured so far is the value at stake if integration stalls.
DSO at 55d ties up working capital that funds the flywheel; net debt/EBITDA is 0.5x.
Add atelier capacity (Nepal/Thailand); stage sample-to-loom earlier on marquee projects.
Hand-knot atelier capacity tight; on-time craft delivery 91.5% vs 95% target as Fort Street ramps.
Hold the 90-day integration plan; absorb onto common order/PIM systems.
Acquisition-integration realization 74% blended; Fort Street at 35% integrated (newest deal).
Automatically detected and persona-routed — click any alert to open the 360 that owns it and act.
Consolidated, all houses (£m) · £165m revenue · 18.2% margin
Carpet · Rugs · Fabrics · Wallcoverings · Furniture
Click into Org Roll-up 360 to drill region → brand → office
| Region | Sites | Revenue | Share | Status |
|---|---|---|---|---|
| New York / Northeast (HQ) | 3 | £62m | 37.6% | On track |
| US West | 2 | £30m | 18.2% | On track |
| US Southeast | 2 | £25m | 15.2% | On track |
| UK & Europe | 2 | £22m | 13.3% | On track |
| US Midwest | 1 | £14m | 8.5% | Watch |
| International | 2 | £12m | 7.3% | Watch |
+£37m EBITDA captured since purchase
Green = integrated · amber = in progress · red = early. Brand / M&A 360 →
Board-approved targets; current values auto-calculated from live data
| Objective | KPI | Current | Target | Progress | Status |
|---|---|---|---|---|---|
| Protect & extend 1938 craftsmanship; signature collections & collaborations | First-Quality Yield | 96% | 98% | 98% | On track |
| Grow bespoke / custom as a share of the mix | Custom-rug growth | 14% | 16% | 88% | On track |
| Integrate the house of brands & capture value | Acquisition-Integration Realization | 74% | 100% | 74% | On track |
| Sell across houses into single-house accounts | Repeat-Designer Mix % | 70% | 74% | 95% | Behind |
| Expand showrooms (Charleston → more) & deepen designer relationships | Designer / Client Satisfaction | 62 | 70 | 89% | On track |
| Grow the repeat-designer annuity | To-the-Trade / Repeat-Designer Revenue | 116£m | 126£m | 92% | On track |
| Expand luxury EBITDA margin through scale & sourcing | EBITDA margin | 18.2% | 20% | 91% | On track |
| Lift on-time craft delivery & shorten lead times | On-Time Craft Delivery | 91.5% | 95% | 96% | Behind |
| Retain & expand the designer base | Designer-Account Retention | 108% | 112% | 96% | On track |
| Free working capital from WIP & receivables | DSO | 55d | 48d | 87% | Behind |
Each dot is a showroom or atelier. Colour = operational health (green = healthy · amber = watch · red = at risk). Hover for detail; open Site 360 to act on one.
The four pillars, board targets vs live current — same scorecard as Exhibit 5, owned.
The team's live queue — assign, snooze, resolve.
Action items are managed in Today — your role-filtered decision queue, each with an owner and an action that persists to the audit trail.