This the dashboard is designed as a practical “what if” workbench for your service lines, not as a static report. Start on the left in the Service Line Inputs column. Use the template dropdown to select a starting point for each service line, then click “Add Service Line” to populate the table. For each row, enter the annual volume, net revenue per unit, variable cost per unit, and annual fixed cost using your most recent actuals or budget assumptions. You can overwrite every value, rename service lines, add new ones, or remove any that are not relevant. Once you have a set of service lines that reflects your actual portfolio, the table serves as the foundation for all subsequent calculations. If you want a quick starting point, use “Reset to example data” to load a prebuilt configuration, then refine it to match your organization. When you have a view you like, you can save the session in your browser or export the table to CSV for sharing or deeper analysis in Excel.

After establishing the baseline, move to the middle column and use the Scenario Levers to test different futures. The Base Case card should represent your current plan, so most leaders keep the percentage changes at or near zero to start. Scenario A and Scenario B let you define a growth story and a pressure story. Adjust volume, rate, variable cost, and fixed cost percentages to reflect situations you’re concerned about or opportunities you want to pursue. Every change immediately updates the summary table, which displays total revenue, total cost, operating margin in dollars, and operating margin as a percent for each scenario. The right column turns those numbers into a visual story. The margin-by-service-line chart highlights which areas drive positive contribution and which erode it. In contrast, the scenario chart compares total operating margin across the Base, Scenario A, and Scenario B in millions of dollars. The narrative at the bottom provides a quick, plain-language interpretation of what’s happening. Use this combination of inputs, tables, charts, and narrative to frame board discussions, stress-test strategies before committing them to budgets, and spot where targeted changes in volume, pricing, or cost structure will make the most significant difference.