One executive screen — KPIs, smart alerts, the exhibits, the operations heatmap, and what's on track. Every figure live off the governed dataset.
Revenue $176.61B (▲17.8%) and $32.15B EBITDA at 18.2% margin keep the plan on track — but 4 of 7 acquisitions are still integrating and DSO sits at 62d. Bank the +$649.7M synergy already captured by finishing integration before the buyer's diligence.
6 of 8 headline metrics improving vs prior · still off target: EBITDA $32.15B vs $34.00B, EBITDA Margin 18.2% vs 19.0%, Annual Recurring Revenue $2.10B vs $2.30B
Sets deal capacity and refinancing risk.
4 of 7 acquisitions remain unabsorbed; the +$649.7M EBITDA captured so far is the synergy at stake if integration stalls.
DSO at 62d ties up working capital that funds the flywheel; net debt/EBITDA is 1.7x.
Accelerate ISC ERP/SOC cutover; rebalance project mix toward recurring.
Middle East GM 200bps below plan amid RFI/ISC integration drag.
Automatically detected and persona-routed — click any alert to open the 360 that owns it and act.
Consolidated, all brands (USD) · $176.61B revenue · 18.2% margin
Security · Fire Safety · Integration
Click into Org Roll-up 360 to drill region → brand → office
| Region | Sites | Revenue | Share | Status |
|---|---|---|---|---|
| APAC | 13 | $4.85B | 2.7% | On track |
| India | 12 | $4.47B | 2.5% | On track |
| Middle East | 13 | $4.14B | 2.3% | Watch |
| Africa | 12 | $3.63B | 2.1% | Watch |
| Europe | 10 | $3.30B | 1.9% | Watch |
| Americas | 7 | $866.2M | 0.5% | Watch |
+$649.7M EBITDA captured since purchase
Green = integrated · amber = in progress · red = early. Brand / M&A 360 →
Board-approved targets; current values auto-calculated from live data
| Objective | KPI | Current | Target | Progress | Status |
|---|---|---|---|---|---|
| Run one operating model across every brand | Platform integrated | 78% | 100% | 78% | On track |
| Bank the cost synergies promised in each deal | Synergy realized | 78% | 100% | 78% | On track |
| Sell the whole platform into single-service accounts | Recurring mix | 40% | 45% | 89% | Behind |
| Reaccelerate disciplined tuck-ins (Central US, cyber, intl) | Targets in funnel | 7# | 12# | 58% | On track |
| Deliver 10%+ organic growth via account development | Organic growth | 8% | 10% | 80% | Behind |
| Grow the annuity (RMR / ARR) | ARR | 314$M | 360$M | 87% | On track |
| Expand EBITDA margin through scale & synergy | EBITDA margin | 14.8% | 17% | 87% | On track |
| Close the NICET-certified technician gap | Certified techs | 86% | 92% | 93% | Behind |
| Retain & expand the base (platform-first experience) | Net retention | 106% | 110% | 96% | On track |
| Free working capital to fund the flywheel | DSO | 54d | 48d | 89% | Behind |
Each dot is an office. Colour = operational health (green = healthy · amber = watch · red = at risk). Hover for detail; open Site 360 to act on one.
The four pillars, board targets vs live current — same scorecard as Exhibit 5, owned.
The team's live queue — assign, snooze, resolve.
Action items are managed in Today — your role-filtered decision queue, each with an owner and an action that persists to the audit trail.