Align · 03
Who owns which number, and where it stands.
You set the KPIs at the start of the quarter. Align tracks them every week, holds them against what the business committed to, and asks whether last week's decisions were actually acted on.
Align · 03
Needs attention
Initiatives slipping and KPIs off target.
18 things need your attention.
Initiatives at risk
10
of 22 in flight
KPIs off target
8
of 16 reporting
No target set
19
owner and metric, no number
No progress reported
3
of 22 in flight
At risk 10
Past their date, flagged off track, or close enough that current progress will not get there.
Reduce stock cover to 40 weeks by end of Q3
Off trackRevenue growth through full-price demand · Merchandise Director
Flagged off track
Brand positioning refresh
OpenBrand awareness as a commercial lever · Brand Director
Target date passed 58 days ago
Sub-label architecture
OpenBrand awareness as a commercial lever · Brand Director
Due in 34 days, 60% complete
Returns reduction programme
OpenGross margin as a non-negotiable · Head of Digital
Due in 34 days, 30% complete
Sample view · 4 of 22 · owners shown as roles, figures illustrative
↓ Full scorecard
What Align does
The scorecard you meant to keep updated.
Targets, tracked weekly
Every department KPI against target, every week — not pulled together the night before a review. You see drift while there is still a quarter left to fix it.
Every number has a name against it
Refund rate belongs to someone. So does cover, and MER, and full-price mix. Nobody has to ask whose number it is, and nobody can assume someone else has it.
Last week's decisions, checked
You agreed three things on Monday. Align asks on the next Monday whether they happened. It is the question the meeting skips because nobody wants to be the one to raise it.
Escalation when it repeats
When the same action carries two weeks running and the number moves the wrong way, Align says so. Small problems surface before they become the reason the quarter missed.
Straight into the board pack
The quarter's KPI performance becomes the people and performance section in Compass. No one rebuilds it in a slide deck the week before the board meets.
The gap
You find out things slipped at the end of the quarter.
You set the KPIs. You built the spreadsheet. For three weeks everyone updated it, and then a busy fortnight arrived and nobody did.
A decision gets made on Monday. Everyone leaves with their action. By Wednesday it has been deprioritised, and by the following Monday nobody wants to be the one to say it did not happen. Twelve weeks later the review explains what went wrong.
Align closes that gap — not through surveillance, but by asking the question every week and putting the answer where the executive already looks.
What it is not
This is not performance management.
Align does not review people. It tracks numbers and the actions attached to them, so a good team can see where the quarter is drifting while there is still time to change it.
Most carry-forward actions do not slip because someone did not care. They slip because the week filled up and nothing surfaced it. Align surfaces it.
Your team already knows their numbers. Align makes sure everyone else does too — including the board.
The platform
Align is where the decision becomes someone's number.
Align