Remember, metrics are meant to hurt — not to make us feel like we are winning. They must be actionable and trigger a change in our behavior or understanding.

The weekly NACS meeting opened with a familiar slide: a grid of cities and their key metrics—tracking the top two dozen markets. Each row represented a different city, with columns for revenue, total trips, and their week-over-week change. It also included operational ratios like the percentage of trips that hit “surge pricing,” where riders had to

Often dashboards are 28-tab Excel files or 34-slide PowerPoint decks. In either format, you track too many metrics and rarely segment and highlight performance, which makes it impossible for others to distill a cogent meaning from what happened and take action.