File: stage-2-10-business-requirements.md
ClearCompare: Business Requirements
Where we are: Stage 3 of 5 (Data Visualisation). Stage 1 approved 20-Oct-26, Stage 2 approved 21-Oct-26
Stage 1
Business Requirements
Gary
Problem, objectives, Top 5 KPIs, Project Plan
Stage 2
KPI Development
Kewpie
Approved 21-Oct-26
Stage 3
Data Visualisation
Viktor
Standard dashboard and options
Stage 4
Dashboard Creator
Jennifer
Standards checked, first draft
Stage 5
Stakeholder Review and Handover
CCO and Adam
Walk-through, sign-off, go-live
Test case. ClearCompare is a made-up organisation. Test mode: the stakeholder's answers come from the stakeholder file.
1. Document control
| Version | Date | Status | Author | Sign-off |
|---|---|---|---|---|
| 1.1 | 21-Oct-26 | Approved at Stage 1; updated at Stage 2 | Gary | Adam (acting subject matter expert in test mode) |
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2. Problem Statement
Net revenue per lead fell about 9% last quarter, and nobody can say whether the mix of leads, sales conversion or cancelled policies caused it. Without one trusted answer, teams argue about the numbers instead of fixing the problem.
The business problem in detail
- As the CCO put it: "Revenue per lead dropped 9% last quarter. Marketing blames sales, sales blames lead quality, and finance says it's clawbacks. I need to know which."
- As Gary understands it:
- Net revenue per lead fell about 9% in July to September 2026
- Nobody can split the fall into its causes: the mix of leads, sales conversion, clawbacks (commission partners take back when a policy is cancelled) and lead volume
- Each team argues from its own gross-revenue report, so the exec team debates the cause instead of acting on it
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3. Business objectives
| Business objective | Sub-objectives |
|---|---|
| Grow net commission revenue profitably | Cut the cost of winning a sale through paid search Reduce commission clawed back within 90 days |
| Convert leads more efficiently | Lift health insurance conversion back to 11% (now 9.4%) |
| Explain performance changes within a day, not a week | none |
Each objective helps solve the Problem Statement.
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4. Audience and decisions
| Audience | Decisions | How often |
|---|---|---|
| CCO and exec team | Where to push or pull marketing spend; which product area needs sales attention | Weekly, at the Monday exec meeting |
| Heads of each product area, and marketing | Daily channel and campaign changes; where to focus the sales team | Daily |
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5. Business Requirements with Data Mapping
Top 5 executive KPIs
1. Net revenue per lead · Lagging · Serves: Grow net commission revenue profitably and Explain performance changes within a day
| Field | Detail |
|---|---|
| What do we want to know? | How much net commission we earn from each lead, after clawbacks |
| Why? | It's the headline the CCO is asked about. Net, not gross, shows whether growth is profitable |
| Action if outside threshold | If it's below threshold 2 weeks running, use the revenue bridge to find the cause. The CCO then gives the fix to marketing (mix or volume) or the product head (conversion or clawbacks) |
| Action owner | CCO |
| Target | Back to the April to June 2026 level by 30-Jun-27 Timing to confirm with the CCO: within 3, 6 or 9 months, or 1 or 2 quarters · 3 months: by 31-Jan-27 · 6 months: by 30-Apr-27 · 9 months: by 31-Jul-27 · 1 quarter: by 31-Mar-27 (end of the January to March quarter) · 2 quarters: by 30-Jun-27 (end of the April to June quarter) |
| Thresholds | Green: at or above target · Amber: up to 3% below · Red: more than 3% below |
2. Lead-to-sale conversion, by product area · Leading · Serves: Convert leads more efficiently
| Field | Detail |
|---|---|
| What do we want to know? | What share of leads become a sale, in each product area |
| Why? | Conversion moves before revenue does, so it warns early |
| Action if outside threshold | If a product area is below threshold for a week, its head reviews contact speed, call scripts and team coaching |
| Action owner | Head of each product area |
| Target | Health 11%; other product areas hold their July 2025 to June 2026 average, by 30-Jun-27 Timing to confirm with the CCO: within 3, 6 or 9 months, or 1 or 2 quarters · 3 months: by 31-Jan-27 · 6 months: by 30-Apr-27 · 9 months: by 31-Jul-27 · 1 quarter: by 31-Mar-27 (end of the January to March quarter) · 2 quarters: by 30-Jun-27 (end of the April to June quarter) |
| Thresholds | Green: at or above target · Amber: up to 1 point below · Red: more than 1 point below |
3. Cost per acquisition, by channel · Lagging · Serves: Grow net commission revenue profitably (cut the cost of winning a sale through paid search)
| Field | Detail |
|---|---|
| What do we want to know? | How much marketing spend it takes to win each net sale, in each channel |
| Why? | Growth only helps if it isn't bought with rising marketing cost. The CCO named paid search |
| Action if outside threshold | If a channel is above threshold for 2 weeks, marketing moves budget to the cheaper channels |
| Action owner | Head of Marketing |
| Target | Paid search 10% below its July 2025 to June 2026 average; other channels hold, by 30-Jun-27 Timing to confirm with the CCO: within 3, 6 or 9 months, or 1 or 2 quarters · 3 months: by 31-Jan-27 · 6 months: by 30-Apr-27 · 9 months: by 31-Jul-27 · 1 quarter: by 31-Mar-27 (end of the January to March quarter) · 2 quarters: by 30-Jun-27 (end of the April to June quarter) |
| Thresholds | Green: at or below target · Amber: up to 10% above · Red: more than 10% above |
4. Speed to contact · Leading · Serves: Convert leads more efficiently
| Field | Detail |
|---|---|
| What do we want to know? | How many minutes it typically takes from a lead arriving to the first call |
| Why? | Leads go cold fast. It's the quickest lever the sales team controls |
| Action if outside threshold | If it's over threshold on any day, sales operations re-rosters across Sydney, Melbourne and Manila |
| Action owner | Head of Sales Operations |
| Target | Typical (median) time of 10 minutes or less by 31-Mar-27 Timing to confirm with the CCO: within 3, 6 or 9 months, or 1 or 2 quarters · 3 months: by 31-Jan-27 · 6 months: by 30-Apr-27 · 9 months: by 31-Jul-27 · 1 quarter: by 31-Mar-27 (end of the January to March quarter) · 2 quarters: by 30-Jun-27 (end of the April to June quarter) |
| Thresholds | Green: 10 minutes or less · Amber: 10 to 15 minutes · Red: over 15 minutes |
5. 90-day clawback rate · Lagging · Serves: Grow net commission revenue profitably (reduce commission clawed back)
| Field | Detail |
|---|---|
| What do we want to know? | What share of health and life sales have their commission clawed back within 90 days |
| Why? | Finance's explanation of the fall. Clawbacks also point to poor-fit sales |
| Action if outside threshold | If a product area is above threshold for a month, its head and compliance review the sales mix and call quality |
| Action owner | Heads of health and life |
| Target | Back to the July 2025 to June 2026 average by 30-Jun-27 Timing to confirm with the CCO: within 3, 6 or 9 months, or 1 or 2 quarters · 3 months: by 31-Jan-27 · 6 months: by 30-Apr-27 · 9 months: by 31-Jul-27 · 1 quarter: by 31-Mar-27 (end of the January to March quarter) · 2 quarters: by 30-Jun-27 (end of the April to June quarter) |
| Thresholds | Green: at or below target · Amber: up to 1 point above · Red: more than 1 point above |
Sub-KPIs (explain why a Top 5 KPI is off track)
| Sub-KPI | Sits under | What we want to know | Action if outside threshold | Action owner | Target |
|---|---|---|---|---|---|
| Lead mix by product area | Net revenue per lead | What share of leads comes from health, home loans, energy and life, with energy's share as the headline | If energy's share rises over 30% in a month, marketing reviews campaign targeting | Head of Marketing | Energy leads at or below 30% of all leads each month, by 31-Mar-27 (moved from 31-Dec-26 at Stage 2) Green: 30% or less · Amber: over 30% up to 33% · Red: over 33% |
| Health insurance conversion | Lead-to-sale conversion | Health insurance lead-to-sale conversion | A weekly conversion review until it's back above 10.5% | Head of Health | 11% by 30-Jun-27 (stated by the CCO) |
| Complaints per 1,000 sales | Lead-to-sale conversion | How many complaints we get for every 1,000 sales, by product area | Any month above threshold triggers a compliance review of that area's sales calls | Head of Compliance | At or below the July 2025 to June 2026 rate, judged on a rolling 12 months |
Where each item came from:
- From the stakeholder: the health conversion target of 11%
- Gary's proposals (Working Hypothesis): every other action, owner, target and date, because the stakeholder didn't give them. See the open questions in section 10
How each KPI is measured, its data mapping and its filters are drafted in the Business Requirements with Data Mapping document. Kewpie confirms them in Stage 2.
Other requirements for the dashboard
| Requirement | Serves |
|---|---|
| A revenue bridge splitting the quarter's change in net revenue into four effects: lead volume, lead mix, conversion and clawbacks | Explain performance changes within a day |
| Revenue shown net of clawbacks, with gross available for checking against finance | Grow net commission revenue profitably |
| Complaint rate shown next to conversion | Convert leads more efficiently |
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6. Backlog (Nice to Have: not built this time)
| Item | Why it's a Nice to Have |
|---|---|
| Total leads | A count with no action. It appears in the revenue bridge as the lead volume effect |
| Revenue by partner | No decision or owner named |
| Agent-level conversion | Team leaders only, so it stays off the exec view |
| Website visits | No data source and no action |
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7. Data inventory
| Source | One row per | History | Refresh | Quality notes |
|---|---|---|---|---|
| leads | lead | 24 months | Unknown (see open questions) | |
| contacts | call | 24 months | Unknown | Manila call outcomes blank before March 2025 |
| sales | sale | 24 months | Unknown | 6% of sales not matched to a lead. Clawbacks land up to 90 days after the sale |
| marketing_spend | day, channel and product area | 24 months | Unknown | |
| complaints | complaint | 24 months | Unknown |
Test mode: the data is seeded sample data, labelled "Sample data" wherever it's shown.
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8. Constraints and chart preferences
- Constraints:
- Complaints and compliance breaches must stay visible
- Agent-level data is for team leaders only
- The company uses Tableau and Snowflake, so this dashboard is a design prototype
- The CCO likes: "a bridge from last quarter to this quarter"
- The CCO dislikes: "funnels that don't add up"
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9. Assumptions
| Assumption | Evidence |
|---|---|
| "Last quarter" means July to September 2026, compared with April to June 2026 | Strong Inference |
| The latest quarter's net revenue is overstated, because clawbacks land up to 90 days after the sale | Strong Inference |
| The actions and owners in section 5 are Gary's proposals, not stakeholder statements | Working Hypothesis |
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10. Open questions
| Question | Owner | Until it's answered |
|---|---|---|
| Who owns the action for each KPI? | CCO | The owners are proposed roles |
| What format: on screen, on a phone, or printed? | CCO | Design for screen first, then check phone |
| Should the current quarter's clawbacks be estimated, since they land up to 90 days after the sale? | Finance | The latest quarter looks better than it is |
| How often does each data source refresh? | Data team | The daily view assumes a daily refresh |
| Where does the stated 9% come from: gross or net, and which report? | CCO | Kewpie's starting figure may differ from the 9% |
| When do we need to reach our KPI targets? Do targets need to be met within the next 6, 9 or 12 months? | CCO | Targets use 30-Jun-27 (about 8 months away) until this is answered |
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11. Change log
| Version | Date | Change | Approved by |
|---|---|---|---|
| 1.0 | 20-Oct-26 | First draft from the interview (test mode) | Adam |
| 1.0 | 20-Oct-26 | Problem Statement added | Adam |
| 1.0 | 20-Oct-26 | Added an open question on target timing. Set the lead-mix target to energy at or below 30% of leads by 31-Dec-26. Plain names in place of codes | Adam |
| 1.0 | 20-Oct-26 | Open question reworded to target timing (6, 9 or 12 months). Timing options added to the net revenue per lead target. "KPI Requirements Table" renamed to "Business Requirements with Data Mapping" | Adam |
| 1.0 | 20-Oct-26 | This document renamed from "Business Requirements Document" (BRD) to "Business Requirements" | Adam |
| 1.0 | 20-Oct-26 | Removed the duplicate open question on target dates. Timing options added to all five Top 5 KPI targets. Approved at Stage 1 | Adam |
| 1.1 | 21-Oct-26 | Stage 2 decisions: lead-mix target moved to 31-Mar-27; complaints judged on a rolling 12 months; this quarter's net revenue shown as provisional | Adam |