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Reporting & Analytics

Desk, partner and client numbers on one screen

What actually goes wrong

Seven reasons nobody believes the number

The hard part is not producing a report. It is producing one nobody argues with.

Every brokerage has reporting. What most of them do not have is a single version of a figure — because sales built theirs from the CRM, finance built theirs from the payment dashboard, the partner manager keeps a spreadsheet, and each is defensible on its own terms and irreconcilable with the others.

What follows is not a list of chart types. It is the set of reasons a management meeting spends forty minutes deciding whose number to trust, and what it takes to have that conversation stop happening: reports built from the records the business actually runs on rather than from exports of them.

  1. 01

    Every team arrived with a different total.

    Reports are built from the same records the console runs on — the same ledger, the same client records, the same trades. There is no export standing in between to drift, so a report cannot disagree with the screen it came from, and the meeting starts at the decision instead of the arithmetic.

  2. 02

    The monthly pack was ready on the eleventh.

    Numbers are current rather than compiled, so the month is readable on the first and the week is readable on Monday. A figure that takes ten days to produce is a historical document; by the time it arrives, whatever it describes has already been decided by other means.

  3. 03

    The chart showed a problem and stopped there.

    Every figure drills to the records behind it. Deposits are down becomes which country, which method, which desk, which twelve clients — in clicks rather than in a request to somebody who can write a query. A number you cannot open is an alarm without an address.

  4. 04

    Marketing spend and deposits were never in the same place.

    Source, campaign and introducing partner travel with the client from the first click to the funded account and stay there afterwards, so acquisition cost is measured against deposits rather than against form fills. Which campaign paid for itself becomes a question with an answer.

  5. 05

    Somebody rebuilt the same report every Monday.

    Reports are saved, scheduled and delivered to the people who need them, in the format they need. The weekly number arrives on its own, which removes both the task and the risk that the person who owned it is on leave in the week it matters.

  6. 06

    Everyone could see the whole business.

    What a report shows depends on who opened it. A team lead sees their desk, a partner sees their own tree, an auditor reads everything and changes none of it — and each export is logged with the operator who ran it, because reporting is how data leaves a building.

  7. 07

    The regulator wanted it in their format, not yours.

    Scheduled exports go out on the shape the recipient asked for — a regulator, an auditor, a liquidity provider, your accounting system. Nobody spends the week before a deadline reshaping a spreadsheet by hand and hoping the totals survived it.

What is in it

One source, four ways of asking it

The first of these is the one that decides whether the other three are worth anything.

  1. Part one

    The source

    Everything is read from the records the business runs on rather than from a copy taken overnight. That single decision is what makes a report arguable or not, and it is the reason the figures below cannot drift from the console.

    • Built on the live operational records
    • No overnight extract to drift
    • Trading, payments, clients and partners in one model
    • Every platform aggregated
    • Attribution carried from click to deposit
    • Consistent definitions across teams
    • Historic state retained
  2. Part two

    Dashboards

    What each role opens to. A dashboard is a set of questions somebody asks every morning, so it is theirs to arrange, and the numbers on it are current rather than as of the last compilation.

    • Per-role dashboards
    • Deposits, withdrawals and net funding
    • Volume, revenue and spread income
    • New clients, funded clients and retention
    • Desk and agent conversion
    • Partner contribution and cost
    • Period comparison and trend
  3. Part three

    Drill-down

    The part that turns a chart into a decision. Every total opens into the rows beneath it and keeps opening until you are looking at the client, the trade or the payment itself.

    • From any figure to its records
    • By country, desk, agent and partner
    • By platform, instrument and account type
    • By campaign, source and landing page
    • Cohort and retention analysis
    • Saved filters and segments
    • Straight from a row to the client record
  4. Part four

    Delivery

    Reports that arrive rather than reports somebody remembers to run, in whatever shape the recipient needs, with a record of every time data left the building.

    • Saved and scheduled reports
    • Delivery by mail or to the portal
    • CSV, XLSX and PDF output
    • Regulatory and auditor formats
    • Export to your accounting system
    • Partner statements on a schedule
    • Every export logged with its operator

Who signs in

One set of numbers, six things to do with them

The same figures, scoped to what the reader is allowed to see and needs to decide.

  • Management. Funding, revenue, growth and retention across the firm, with the ability to open any of it down to the client causing the movement.
  • Sales managers. Conversion by agent, desk and stage with the drop reasons behind it — built from the records the desk works in rather than a spreadsheet compiled at month end.
  • Marketing. Which campaign produced deposits rather than clicks, what each cost to acquire, and whether those clients were still there ninety days later.
  • Finance. Close positions, movement detail and segregation figures, exportable on the shape the accountant asked for and logged when they go.
  • Partnerships. Contribution, cost and retention by partner, so the network is judged on the clients that stayed rather than the ones that registered.
  • Compliance and auditors. Read across everything, change nothing, and take the trail out in the format the requester specified.

Any system can produce a report. The hard part is producing one nobody in the room argues with.

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Questions about the module

Before you report off it

What management usually wants established before the board pack comes from somewhere new.

  • Because there is only one set of records. Reports read the same ledger the back office works in, the same client records the sales desk works in and the same trades the platforms report — not an extract of them taken overnight into a separate reporting database. Most disagreement between teams is not a calculation error; it is two extracts taken at different moments with slightly different filters, each perfectly correct about a slightly different population. Remove the extract and the disagreement has nowhere to come from.

  • Both. A set of standard reports covers what every brokerage asks — funding, volume, revenue, conversion, retention, partner contribution — and beyond that you build your own from the same fields, save them, and schedule them. Custom fields your desk added to the client record are available to report on like anything else, which matters because the measures a particular firm actually manages by are rarely the generic ones, and a reporting tool that cannot see your own fields will be abandoned for a spreadsheet within a quarter.

  • To the record. Deposits down eleven per cent opens into which countries, then which payment methods, then which desks, then the individual clients — and from a client row straight into the client record itself, where the tickets, calls and account history are. That last step is the one that turns reporting into something operational rather than descriptive: the person who spots the problem in the morning meeting can be looking at the twelve accounts causing it a minute later, without raising a request with anybody.

  • Yes — saved reports run on a schedule and deliver by mail or into the portal, in CSV, XLSX or PDF. Partner statements go out the same way, which removes most of what a partnerships desk answers by hand. The operational benefit is less about convenience than about continuity: a weekly figure that depends on one person remembering to run it stops arriving the week they are on leave, which is often the week something was worth noticing.

  • Reporting respects the same role permissions as the rest of the console, so a report is scoped to the reader rather than to the report. A team lead running the conversion report sees their own desk; a partner opening their statement sees their own tree and nothing of the level above; compliance reads across everything and changes none of it. Exports are logged with the operator who ran them, what they contained and when — because reporting is the mechanism by which data actually leaves a building, and it deserves the same trail as a withdrawal.

  • Exports are shaped to the recipient rather than to us, so the format a particular regulator, auditor, liquidity provider or accounting system expects is configured once and then produced on demand or on a schedule. Client money segregation figures, movement detail and the full action trail come out of the same source as everything else, which means the submission agrees with the internal figures it was derived from — the absence of which is what turns a routine filing into a fortnight of reconciliation.