Record Identity and Evidence Cut
Start with a blank live record or load the illustrative example. All substantive input values are required for analysis; blank is unknown and zero is an asserted fact.
USD formatting is used for monetary results. The source register below records the actual input provenance. Dashboards require manual reconciliation; they do not pull data from other files.
How to Use This Tool
Reconcile every figure to its source tool before entering it here — this dashboard summarizes, it does not replace, the Active Deal Pipeline Dashboard, Acquisition Funding Dashboard, and Acquisition Risk Heat Map.
- Enter current deal counts by stage, the annual acquisition target, and capital figures.
- Select Calculate & Analyze and review program-level coverage, deployment, and risk signals.
- Treat any RED or ORANGE signal as an executive agenda item, not a footnote.
- Save locally, export JSON, and print the approved record for the investment committee. Review weekly.
Planning support only—not individualized tax, legal, accounting, payroll, benefits, financing, fiduciary, or investment advice. Validate decisions with qualified professionals and current transaction documents, forecasts, diligence findings, and records.
1. Assumptions & Inputs
2. Executive Results
3. Analysis & Decision Signals
| Measure / Option | Amount / Result | Standard / Comparison | Headroom / Difference | Decision Meaning | Signal |
|---|
4. Portfolio Deal Summary
| Deal / Target Name | Stage | Enterprise Value | Probability % | Expected Close | Owner |
|---|---|---|---|---|---|
5. Required Controls & Validation
6. Decision Triggers & Management Response
7. Action Register
| Priority | Action | Expected Pipeline / Capital Effect | Owner | Due Date | Status / Evidence |
|---|---|---|---|---|---|
| 1 | |||||
| 2 | |||||
| 3 | |||||
| 4 | |||||
| 5 |
8. Executive Review & Approval
Input Source and Reconciliation Register
For every numerical input or rating, record its source and accepted version, basis or calculation, preparer, reviewer and verification date. Include population, period, currency and accounting basis where relevant. Blank source cells identify unfinished evidence work.
| Input / rating | Source / accepted version | Basis / reconciliation and limitations | Reviewer / date |
|---|---|---|---|
| Deals in Active Pipeline | |||
| Deals in LOI / Negotiation | |||
| Deals in Due Diligence | |||
| Deals Pending Financing | |||
| Deals Pending Close | |||
| Target Annual Acquisitions | |||
| Acquisitions Closed YTD | |||
| Average Days in Pipeline per Deal | |||
| Standard Cycle Time (days) | |||
| Total Pipeline Enterprise Value | |||
| Probability-Weighted Pipeline Value | |||
| Available Acquisition Capital | |||
| Committed Capital (LOI stage or later) | |||
| Deals with Overdue Milestones | |||
| Deals with Unresolved Critical Risk Flags |
Reconciliation and Unresolved Stop Conditions
Any edited entry clears the reconciliation marker. Mark it again after review. A manual stop raises the overall signal to red; it does not enforce an actual transaction restriction. Approval and signatures remain in the organization’s controlled decision records.
Operating Procedure and Working Example
Assemble the weekly program view
The deal lead reconciles this summary to the accepted pipeline, funding, risk, and milestone records before the weekly sponsor meeting. Pipeline means screening and qualification only in this view; LOI, diligence, financing, and closing counts are separate exclusive stages. Assign each active deal one current governing stage even if several workstreams are running. Closed year-to-date deals use the agreed calendar or fiscal year and exclude signed deals that have not closed.
Define progress and pipeline value
The annual target is an approved number of closed acquisitions. Coverage is active deals divided by the remaining target. When the target has been met, coverage is shown as not applicable rather than an invented multiple. Gross pipeline value and weighted value must use the same measure, such as expected purchase consideration, and the same target list. Document probability assumptions and the evidence for changes. Weighted value is a planning estimate, not cash available or an expected return.
Reconcile capital and cycle time
Use 01.13 to identify capacity and commitments on the same basis. Specify whether the available-capital field is the original acquisition allocation or currently usable capacity; do not switch between definitions mid-series. Committed capital reflects authorized obligations and excludes purely indicative sources. Cycle days use a written start and end convention and a defined comparable cohort; document the number of observations. Thin or unfinished cohorts need separate explanation.
Separate unique risks from flag occurrences
The overdue and critical-flag inputs count deals within each category and may overlap. Their sum in the result is flag occurrences, not unique at-risk deals. Name the affected deal IDs in the supporting record so one deal is not mistaken for two. A single critical transaction issue requires a specific executive response even if a small aggregate count appears manageable.
Run the executive decision
Challenge capital pacing, sourcing coverage, cycle slippage, and the ability to integrate the near-close deals. A weak pipeline is not a reason to relax the buy box. Record accelerate sourcing, defer a commitment, remediate a deal, change the mandate through authorized review, or maintain pace, with an owner and deadline. Carry approved decisions into 01.02 and 01.16. Capture annual-target changes as new approved versions rather than rewriting historical performance.
Worked reporting cut
Illustrative case: 16 active deals against three remaining annual closings gives 5.33 times coverage. A 9.5 million commitment against 15 million capacity is 63.3 percent deployment. Those figures do not prove enough closable opportunities: finance must verify the usable funding and the deal lead must identify one overdue deal. If the target is already achieved, review surplus pipeline and capital pacing without treating a not-applicable coverage ratio as a red failure.