A business development dashboard
The pipeline, follow-ups and what needs attention today in one view for the BD team.
Zeki internal · Operations
BD and Engineering Dashboards
Two internal dashboards, one for business development and one for engineering, each built around how that department actually works. They replaced status meetings and scattered spreadsheets with one place to see the work and talk about it.
Built for
Our BD and engineering teams
Shape
Department dashboards
Replaced
Spreadsheets and chasing
Focus
Operations and communication
Status
In use at Zeki
The problem
What it replaced.
Each department ran on its own mix of spreadsheets, chat threads and meetings. Answering a simple question, where is this deal, who is on this project, what is blocked, meant asking someone, and the answer was out of date by the next day.
What we built
The pieces, and why each one exists.
An engineering dashboard
Projects, people and status in one place, so delivery leads see what is moving and what is stuck.
Communication next to the work
Updates and discussion sit beside the item they are about, instead of in a separate chat that loses context.
The hard part
Where the time actually went.
Internal tools fail when they ask people to do extra work to keep them current. The dashboards were designed to show what the team already does, rather than ask the team to report it a second time.
What we took from it
Carried into later work
- If a dashboard needs a person to update it, it will be out of date by Friday.
- Put the conversation next to the work it is about.
The stack
What it runs on.
BD
Pipeline viewFollow-upsDaily priorities
Engineering
Project statusAllocationBlockers
Shared
Comments in contextRole-based views
Worth knowing
The same thing we build for clients.
This is a small version of the centralized dashboard on our AI Implementation Partner page: one place for a department's work, with AI added where it saves a step.
Building something like this? See how we work as an AI implementation partner.
Next step
Bring us the problem, not the spec.
Thirty minutes. If your problem rhymes with this one we will say what we would do differently the second time.