Vela RH · leadership dashboard · data through Oct 4, 2026, read on Monday Oct 5 · fictitious data
Leadership · the whole operation · Q3/2026, closed quarter
We grew 4.7% in the quarter, a little over half of Q2.
New MRR against the Q3/2026 target
89% attention
Explain this chart
- What it shows
- How much of the period's result has already been achieved against the target.
- How to read it
- The filled bar is what's been achieved. In the current period, the vertical mark shows where the bar should be today, based on the number of business days that have passed: behind the mark, the pace is below what's needed.
- Where the number comes from
- The CRM, adding up the chosen period. The target comes from the monthly targets spreadsheet (fictitious); individual targets are the team's target split equally.
Less new revenue came in and more left the base: churn and contraction added up to R$108K, against R$40K in Q2. Efficiency remains healthy (10.4-month payback, 5.8x LTV:CAC).
- ARR at the end of Q3/2026R$35.6M+4.7% in the quarter; +8.5% in Q2
- Net revenue retention (NRR) · 12 months101.7%without expansion (GRR): 93.7%
- CAC payback10.4 monthsR$79K CAC; benchmark up to 12 months
- Q4/2026 forecast, adjusted55.8%of target; the declared commit says 139.7%
The numbers leadership tracks, with targets and trends
A few indicators, always with context
| Indicator | Target or benchmark | Q3/2026 | Q2/2026 | Trend | Executive reading |
|---|---|---|---|---|---|
| New MRR | target R$175K | R$156Koff benchmark | R$223K | worse | 89% of the quarterly target, after 135% in Q2. 16 customers came in, with a smaller ticket. |
| ARR at the end of the quarter | – | R$35.6M | R$34.0M | better | Grew +4.7% in the quarter, against +8.5% in Q2. |
| Net revenue retention (NRR) for the quarter | ≥ 100% | 99.2%close to benchmark | 99.9% | stable | The base shrank: R$86K of expansion didn't cover R$108K of churn and contraction. |
| Revenue churn (churn + contraction) | – | R$108Koff benchmark | R$40K | worse | 12 customers left (9 in Q2), 7 of them SMBs, after the July price adjustment; in revenue, Large Enterprise weighed the most (R$57K). |
| CAC | – | R$79K | R$64K | worse | R$1.3M in sales costs and media for 16 new customers (19 in Q2). |
| CAC payback | up to 12 months | 10.4 monthson benchmark | 7.0 months | worse | Within the benchmark, but worse: a higher CAC and a smaller ticket for new customers. |
| LTV : CAC | ≥ 3x | 5.8xon benchmark | 8.6x | worse | Every real of CAC comes back 5.8 times in margin, within up to 5 years as a customer. |
| Magic number | ≥ 0.75 | 1.3on benchmark | 2.2 | worse | Above 0.75: there's room to invest more in acquisition. |
| Forecast accuracy (commit) | ≥ 85% | 43.0%off benchmark | 60.7% | worse | Of the Q3/2026 commit, 43.0% closed. That's why the Q4 forecast is adjusted by each rep's track record. |
Explain this chart
- What it shows
- The indicators leadership tracks, each with a target or market benchmark, the closed quarter, the previous one and the trend.
- Why measure it
- It's the company scoreboard in one place. Looking at revenue without cost hides expensive growth; looking at cost without retention hides a leaking base. With target and previous quarter side by side, leadership sees what got worse before it becomes a cash problem.
- How to read it
- The dot next to the value says whether it's on benchmark (green), close to it (yellow) or off (coral). The trend says whether the number got better or worse, not just whether it went up: CAC and payback going up is worse. The executive reading sums up the why in one sentence.
- Where the number comes from
- New MRR, ARR, NRR and churn come from the month-by-month customer base; CAC and payback add up sales costs (team, agency and tools) and the quarter's media; accuracy compares the commit at the start of each quarter with what closed. The readings come from fixed rules, not from the LLM.
From traffic to contract, where does revenue leak?
Proposal → Won: 12.5%, against a 20.0% benchmark
- Website visits 64,930
- 1.7% Contact requests 1,117
- 37.2% MQL 416
- 67.8%bench. 60.0% SQL 166
- 77.1%bench. 60.0% Proposal 128
- 12.5%bench. 20.0% Won R$156K 16 contracts
At the benchmark, that would be about R$94K more MRR in the quarter. The breakdown by channel and campaign is in the marketing and qualification reports.
Explain this chart
- What it shows
- The quarter's entire path, from website traffic to contract, without splitting by channel: visits, contact requests, MQL, SQL, proposal and won.
- Why measure it
- It shows where money is lost along the way. When revenue doesn't come, the question is whether too few people are coming in or too few deals are closing, and the answer changes the decision: invest in media or in sales.
- How to read it
- Between one stage and the next is the conversion rate. Green is on the market benchmark; coral, below it. The card with a coral border is the step that loses the most revenue.
- Where the number comes from
- Visits and contact requests come from GA4; from MQL onward, from the CRM, counting how many companies entered each stage in the quarter. The breakdown by channel and campaign is in the marketing and qualification views.
Are we really growing, or is churn eating what we sell?
R$86K of expansion didn't cover R$96K of churn
MRR at the start of Q3/2026R$2.8M MRR at the endR$3.0M+4.7% in the quarter
Q3/2026 Q2/2026
12 customers left (9 in Q2), 7 of them SMBs, after the July price adjustment; in revenue, Large Enterprise weighed the most (R$57K).
Explain this chart
- What it shows
- How MRR went from the starting value to the ending value of the quarter: what came in (new customers and expansion from existing ones) and what went out (contraction and churn).
- Why measure it
- End-of-period MRR hides what happened in between: you can grow by selling a lot and losing a lot. Splitting new, expansion, contraction and churn shows whether the problem is selling or keeping the base, which call for different teams and actions.
- How to read it
- Bars to the right of the axis add revenue; to the left, in coral, they subtract it. The net change is the sum of the four. The thinner gray bar is the previous quarter, for comparison.
- Where the number comes from
- Vela's customer base, month by month: MRR at the start + new + expansion − contraction − churn = MRR at the end. Quarterly NRR = end MRR from customers who were already customers at the start ÷ their MRR at the start.
How much does growth cost, and how long until it pays back?
10.4-month payback and 5.8x LTV:CAC
CAC
R$79K
sales costs and media ÷ new customers
CAC payback
10.4 months
months for a customer to pay back what they cost; bench. up to 12
LTV : CAC
5.8x
lifetime margin ÷ CAC; bench. ≥ 3x
Magic number
1.3
net new ARR ÷ the previous quarter's investment; bench. ≥ 0.75
Explain this chart
- What it shows
- How much growth costs and whether that cost pays off, quarter by quarter.
- CAC: how much it costs, on average, to win a new customer.
- Payback: how many months of that customer's margin it takes to pay back the CAC.
- LTV:CAC: how much margin the customer leaves over their whole lifetime for every real spent to bring them in.
- Magic number: how much new annual revenue each real invested in sales and marketing in the previous quarter generated. It's the gauge for when it's worth accelerating investment.
- Why measure it
- Growing isn't enough: growth has to pay for itself. A long payback ties up cash; LTV:CAC below 3x means the customer barely returns what they cost; a magic number above 0.75 says it's worth investing more in acquisition, and below 0.5, that it's better to fix the funnel before putting in more money. These are the numbers a board or investor uses to decide whether the company speeds up or slows down.
- How to read it
- Each mini chart has its own scale; the darkest bar is the most recent quarter and the dashed line is the benchmark. CAC and payback: lower is better. LTV:CAC and magic number: higher is better.
- Where the number comes from
- CAC = (sales costs + the quarter's media) ÷ new customers. Payback = CAC ÷ (average new-customer MRR × 78% gross margin). LTV = average MRR × margin × customer lifetime (1 ÷ monthly revenue churn, capped at 60 months). Magic number = (end MRR − start MRR) × 12 ÷ the previous quarter's investment. Costs and margin are fictitious assumptions.
What does the pipeline secure for the quarter?
Q4/2026: the adjusted commit covers 55.8% of the target
- R$1.1MTotal pipeline103 deals from SQL onward
- R$395KHot pipeline34 in negotiation, or in proposal with high confidence
- R$743KCold pipeline69 in SQL or proposal without high confidence
Q4/2026: what each forecast reading says, against the R$185K target
Explain this chart
- What it shows
- The open pipeline from SQL onward, split into hot and cold, and what each forecast reading says about the current quarter's target.
- Why measure it
- The forecast says how much will come in; the pipeline says whether there are enough deals for it. Splitting hot from cold avoids counting on what won't close and shows early whether the quarter needs more demand generation.
- How to read it
- Hot is what's in negotiation, or in proposal with high confidence. In the bars, the dashed line is the target: the adjusted commit (in coral) is the number to take to leadership.
- Where the number comes from
- CRM: MRR value of open deals. Weighted = proposal × 15% + negotiation × 35%. Adjusted commit = each rep's commit × how much of their commit closed in previous quarters.
Which deals decide the start of the quarter?
Hot deals
-
Grupo Maré Farma · R$42K/month
Negotiation · low confidenceContext: The customer asked to pick it up again after the payroll close; no date set.
Next step: not logged in the CRM
no next step
-
Grupo Várzea Hotelaria · R$31K/month
Negotiation · high confidenceContext: Camila confirmed the budget; adjusting the rollout schedule.
Next step: Contract review by legal (Oct 7)
-
Trilha Têxtil do Brasil · R$25K/month
Proposal · high confidenceContext: The customer is comparing with their current solution and asked for a textile industry case study.
Next step: Review the proposal scope (Oct 16)
date past due
-
Ipê Metalúrgica · R$19K/month
Proposal · high confidenceContext: An enthusiastic contact, but the decision-maker hasn't joined any meeting yet.
Next step: not logged in the CRM
date pushed 2+ timesno next step
-
Energia Quartzo · R$18K/month
Negotiation · high confidenceContext: Negotiating a discount on the rollout; the decision-maker is favorable.
Next step: Final negotiation round (Oct 6)
date past duedate pushed 2+ times
The largest deals in negotiation, or in proposal with high confidence. The coral border marks the ones at risk: no recent contact, a past-due or pushed date, a single contact at the customer or no next step.
3 decisions for leadership
- R$94K of MRR per quarter stays between proposal and contract Who owns proposal conversion, and with what target? See it on the sales dashboard →
- R$108K of revenue lost from the base in Q3/2026, against R$40K in Q2 Review the SMB price adjustment and get the customer team on the at-risk accounts? See it in the executive report →
- R$103K is the commit adjusted by track record, against R$259K declared Should the official Q4/2026 forecast switch to the adjusted number? See accuracy by rep →
Before deciding: can these numbers be trusted?
Data confidence: 56.3%
58 of 103 open deals, from SQL onward, have no open issues. A deal can have more than one.
- 32no contact for 14+ days
- 4past-due close date
- 12date pushed 2+ times
- 16no next step
What can distort the reading
- Between Jun 8 and Jun 21, 2026, 56% of new contacts arrived as direct traffic, against 8% in the previous weeks. It could be a broken UTM: paid leads without attribution inflate Direct and disappear from the campaigns' numbers.
- Google Ads had no spend for 15 days (May 12 to May 26, 2026). Leads and MQLs from that platform drop in the period because of the pause, not performance.
- 14 deals moved past a stage without an entry date for it. They count in the cohort reading (by their deepest stage), but disappear from that stage's activity reading.
Sales costs, the customer base and gross margin are fictitious (scripts/gerar_receita.py). 78.0% gross margin.
Explain this chart
- What it shows
- Which part of the open pipeline has no logging issues at all, and which issues weigh the most.
- How to read it
- Green from 90% without issues, yellow from 75% to 89%, red below that. Each number in the list is the count of deals with that issue; a deal can have more than one.
- Where the number comes from
- CRM: open deals from SQL onward, checked against hygiene rules (recent contact, close date, pushed dates, next step). The alerts come from the GA4 and media quality checks.