Most software reports what happened. This one tells you where to step in.
Six views across production, pipeline, training, retention, recruiting and individual producers — plus insights built into the CRM and the production tracker themselves. Not one of them is a wall of charts. Each panel names a problem and points at the person or the task behind it.
A training task and a written policy, in the same query.
An operations-only platform has never seen a training task, so it cannot tell you which onboarding step stalls your agents. A training tool has never seen a policy, so it cannot tell you the stalled agent is the same one who stopped writing business. Both halves live in one system here, which is the entire reason these numbers exist.
The red bar is the biggest stall — your onboarding bottleneck. Here it is learning the words of the business, and it is costing twelve agents out of every hundred. That is a task to split in two, not a cohort to chase.
The whole program, deeper than a dashboard.
A dashboard tells you the state of things this morning. These answer the questions you would otherwise ask a spreadsheet on a Sunday — and each one is a tab, not a report you have to request.
What the agency wrote
Production value split life against annuity rollover, policies in force, total face, commissions paid — then the weekly trend across your chosen range, policies by lifecycle state, top producers by annualized premium, and carrier mix.
- Production value · life vs annuity rollover
- Weekly trend across 30 days, the quarter, or YTD
- Policies by lifecycle state — the 13-state pipeline
- Carrier mix and top producers by annualized premium
Where deals die
Pipeline value and win rate, the conversion funnel stage by stage, and the slowest stage named outright. The biggest drop between two stages is called out as where the pipeline breaks — a place, not a percentage.
- Stage-by-stage conversion across the whole funnel
- Win rate — applications submitted over total contacts
- Average days-in-stage, with the slowest stage named
- Source conversion — which channel actually produces
The task they keep getting stuck on
Agents across all five levels, average completion, and the ninety-day graduation rate. Then a per-task completion funnel for any level you click into, so an onboarding problem resolves to a task number instead of a mood.
- Per-task completion funnel, level by level
- Drop-off between every step, calculated for you
- Average completion and 90-day graduation rate
- Agent counts by level — where the roster actually sits
Who is slipping, right now
Ninety-day retention against the roughly thirty percent industry bar, average login streak, agents licensed but not producing — and the cohort curve showing what share of each tenure group is still active, with the benchmark drawn across it.
- Cohort retention by tenure vs the industry decline curve
- 90-day retention against the ~30% bar
- Licensed-not-producing — the expensive middle
- The Retention Radar, ranked by risk with a written reason
Whether recruiting is working
The four ratios an agency has always run on paper, computed from live data: points per recruit, recruit-to-license, recruit-to-retain, and net production. Each against the bar the business actually uses.
- Points per recruit, monthly for twelve months
- 30-day, 90-day, 365-day and all-time windows
- Gross, lapsed, and net production value
- The recruit → licensed → retained funnel behind the ratios
Who is moving, and which way
A per-producer scorecard: a composite score normalized inside its cohort, the change in that score since last period, production, activity, level, and persistency. Leadership-only — the agents being scored never see the ranking.
- Composite score, normalized within cohort
- Change in score and rank against the prior period
- Persistency — the percentage of policies still placed
- Ramping producers scored without production held against them
Every panel ends in a sentence.
A chart hands you a shape and leaves the interpretation to you — which is fine on a good week and useless on a busy one. Under each panel the product writes the conclusion out of your own data: what the number is, and why it matters to an agency your shape. It is the difference between a report you skim and one you act on.
Written by the product, from your data
38% of your book is with one carrier. A commission-schedule or underwriting change there would move that much revenue.
Lowest advance: Show illustrations → Application, at 31%.
Eleven agents are sitting on task four of level two. That is a task worth splitting, not eleven people worth chasing.
$14,200 of commission is aging in the pipe, the oldest submitted 63 days ago.
Shapes, not quotes — every one of these is computed from the agency’s own records, and says so when the data is too thin to draw a conclusion.
Pace, cohort, and who is slipping today.
Three different questions about the same people: are they moving fast enough, is this year's intake holding better than the last one, and which specific agent needs a call before Friday.
Median days from level start to completion, measured against the target your agency set — not an industry average that has never met your agents.
The line is the industry benchmark for that tenure. Retention is the number this whole product exists to move, so it is measured against the outside world rather than against last quarter.
Never logged in · 0 task completions · 0 points.
No login 21d · 40 pts — stalled.
No login 9d · waiting on a milestone approval.
A heuristic, not a prediction. The score weights days since last activity, an engagement deficit, and zero completions — and the product shows you those weights rather than calling itself AI. You can check its reasoning, which is the point.
The four ratios, off the whiteboard and onto live data.
Every agency builder already knows these numbers — they have just always been worked out by hand, quarterly, from a spreadsheet somebody maintains. Here they compute themselves against the same bars the business has always used, monthly, quarterly and annually, for you personally or for your team.
Points per recruit
2,500–3,000Total training points earned in a month divided by the recruits who joined it. It answers whether the people you brought in are actually doing the work, before any of them are licensed enough to show up in production.
Licensed ÷ recruited
1 in 10 minimumThe share of recruits who reach their first training milestone. Below the bar the problem is upstream — you are recruiting people who were never going to get licensed, and every one of them costs you the same onboarding.
Earned their first $1,000
The one that mattersLicensed is not retained. This counts recruits who have been paid a thousand dollars in commissions — the point where an agent has proven the business works for them and stops being a cost.
Net ÷ gross value
Over 70%, aim 80s–90sWhat you wrote, minus what lapsed or charged back. The business that sticks is the business that counts, and a gross number that looks healthy while net drifts down is the failure this ratio exists to catch.
The funnel underneath is shown too. Recruited, then licensed, then earned their first thousand dollars — as three bars, so a ratio that moved always resolves to the step that moved it.
A scorecard leadership sees and agents never do.
Ranking agents against each other in front of them is how you lose the newest ones, and that position has not moved. But a leader still has to know who is climbing and who is quietly sliding — so the ranking exists, it is a management surface, and it is scored in a way that does not punish someone for still ramping. A producer is compared against their own cohort, and their own trend is shown before their rank.
What the scorecard carries
Persistency — the share of a producer’s policies still on the books — is the number the carriers judge you on, and most agency software does not compute it at all.
The CRM and the production tracker analyze themselves.
Analysis that lives on a separate page is analysis somebody has to remember to go and read. So the pipeline you work in every day carries its own panels, and so does the book of business — one click from the records they are describing.
Seven panels on the pipeline you are already looking at
- Stage conversion — the percentage advancing out of each stage
- Stage velocity — median days sitting in each stage
- Source performance — conversion by how you met them
- Cold and stale contacts, totalled in dollars
- Product mix by share of pipeline value
- Top carriers by share of pipeline value
- Geographic spread by state
Six panels on the book you have written
- Written premium by carrier, with policy counts
- Placement rate by carrier — submitted through to issued
- Product mix by commission earned
- Money aging in the pipe, oldest first
- Top producers — owner-only, never shown to agents
- Written premium by state
The same analysis, re-rooted, windowed, and portable.
An agency owner and a leader running one leg do not need different products — they need the same question answered about a different slice of the same hierarchy. Uplines get the roll-up across every agency beneath them on top of their own.
Re-root it wherever you're standing
Me, my agents, my team, my agency — the same analysis against a different slice. A trainer's numbers are their own team's automatically; an owner picks. Nobody gets a different product because they run a different size.
Set the window
Last thirty days, this quarter, or year to date. The trend, the recruiting windows and the producer scorecard all move with it; the in-force book and the retention snapshots stay all-time, because those questions are not about a window.
Take it out
Every view exports to CSV as it stands, so the numbers go into whatever the rest of your business runs on. And any of the reports downloads as a designed page — the version you hand to a carrier or open in a leadership meeting.
Bring your own numbers to the call.
Tell us how your agency is set up and we'll walk the analysis against the way you actually recruit, train and write business.