One executive screen — KPIs, smart alerts, the exhibits, the operations heatmap, and what's on track. Every figure live off the governed dataset.
Revenue $17.00B (▲3%) and $3.33B EBITDA at 19.6% margin keep the plan on track — but 4 of 7 acquisitions are still integrating and DSO sits at 62d. Bank the +$519.7M synergy already captured by finishing integration before the buyer's diligence.
8 of 8 headline metrics improving vs prior · still off target: Revenue $17.00B vs $17.50B, EBITDA $3.33B vs $3.50B, Annual Recurring Revenue $320M vs $350M
Sets deal capacity and refinancing risk.
4 of 7 acquisitions remain unabsorbed; the +$519.7M 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 2.1x.
Accelerate ISC ERP/SOC cutover; rebalance project mix toward recurring.
USA 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) · $17.00B revenue · 19.6% margin
Security · Fire Safety · Integration
Click into Org Roll-up 360 to drill region → brand → office
| Region | Sites | Revenue | Share | Status |
|---|---|---|---|---|
| EU | 13 | $3.88B | 22.8% | On track |
| Switzerland (HQ) | 12 | $3.57B | 21.0% | On track |
| USA | 13 | $3.31B | 19.5% | Watch |
| Asia-Pacific | 12 | $2.90B | 17.1% | Watch |
| China | 10 | $2.64B | 15.5% | Watch |
| Latin America | 7 | $693.0M | 4.1% | Watch |
+$519.7M EBITDA captured since purchase
Green = integrated · amber = in progress · red = early. Brand / M&A 360 →
Board-approved targets; current values auto-calculated from live data
| Objective | KPI | Current | Target | Progress | Status |
|---|---|---|---|---|---|
| Run one operating model across every brand | Platform integrated | 78% | 100% | 78% | On track |
| Bank the cost synergies promised in each deal | Synergy realized | 78% | 100% | 78% | On track |
| Sell the whole platform into single-service accounts | Recurring mix | 40% | 45% | 89% | Behind |
| Reaccelerate disciplined tuck-ins (Central US, cyber, intl) | Targets in funnel | 7# | 12# | 58% | On track |
| Deliver 10%+ organic growth via account development | Organic growth | 8% | 10% | 80% | Behind |
| Grow the annuity (RMR / ARR) | ARR | 314$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.