By: Dr. Connor Robertson

Acquiring a business is a high-stakes move. But what happens next—how the owner makes decisions in the first 90, 180, and 365 days—can significantly influence whether that business grows, plateaus, or experiences challenges. Many owners tend to rely on instinct. Dr. Connor Robertson, on the other hand, leans on data.

Not spreadsheets for the sake of spreadsheets. Not complex dashboards that no one reads. Just clean, relevant, decision-driving data that shows where money is made, lost, and optimized. For Dr. Robertson, using data is not optional; it’s an essential part of the process. Every business he acquires or advises operates on clear metrics that guide everything from pricing strategy and staffing to retention, marketing, and future growth planning.

The Problem: Many Small Businesses Operate in the Dark

Dr. Connor Robertson often inherits businesses that seem successful at first glance but are deeply reactive internally. The owners know their revenue… but it’s often somewhat vague. They may have a rough idea of their margins. They track leads manually. And no one on the team can answer simple questions like:

• Where are we losing the most money?
• What service line is the most profitable?
• Which team member converts the highest number of deals?
  
• Which zip codes are driving the right customers?
  

These questions aren’t just trivia. They can be the difference between staying stagnant and scaling effectively.

The Mindset: Measure What You Want to Improve

Dr. Connor Robertson encourages every owner to adopt the principle: “You can’t improve what you don’t measure.” But that doesn’t mean tracking thousands of metrics. It means selecting the few that matter most, building habits around them, and using them in decision-making regularly—not just at tax time.

The 5 Categories of Data Dr. Connor Robertson Tracks in Every Business

While every acquisition is unique, the structure remains consistent. Dr. Robertson focuses on tracking five core categories of data across all his businesses.

1. Financial Data

Before you can grow, it’s crucial to understand where the money is actually going.

Key metrics include:

• Gross revenue (daily, weekly, monthly)
• Cost of goods sold (COGS)
• Gross profit margin (tracked by service line)
• Net profit and cash reserves
• Accounts receivable and payable 
• Monthly recurring revenue (if applicable) 

Dr. Robertson sets up simple dashboards using tools like QuickBooks, LivePlan, or Google Sheets to track these weekly. This allows him to see the financial health of the business at a glance and make adjustments if something dips.

2. Marketing and Lead Flow

Sales don’t just happen. Leads come from various sources, and it’s essential to know which channels perform best.

Key metrics include:

• Lead source breakdown (Google, Facebook, referrals, etc.)
• Cost per lead (CPL) by channel
• Lead-to-customer conversion rate
• Total new leads per week/month
• ROI by campaign 

Dr. Robertson uses CRM tools like Go High Level to automatically tag and track each new lead, turning marketing into a more predictable and measurable process.

3. Sales Performance

Getting leads is important, but converting them is crucial. That’s why Dr. Robertson emphasizes sales metrics.

Key metrics include:

• Number of consultations, quotes, or estimates per rep
• Close rate per salesperson or service team
• Average deal size
• Sales cycle length (from inquiry to payment)
• Lost deal reasons (tagged and tracked) 

He builds simple sales pipelines that show exactly where deals are stalling and how each team member is performing. The goal isn’t to micromanage but to identify patterns, coach better, and improve cash flow.

4. Customer Experience and Retention

Customers not only pay the bills but also refer, review, and repurchase. Dr. Robertson tracks customer satisfaction meticulously.

Key metrics include:

• Net Promoter Score (NPS)
• Customer retention rate (year over year)
• Repeat purchase rate
• Average lifetime value (LTV)
• Review velocity and score on Google, Yelp, etc. 

He installs automated feedback loops, email and text surveys, review requests, and follow-up forms to measure happiness early and often. This lets the team address any issues before they become significant problems and celebrate the positive feedback that boosts morale.

5. Operational Efficiency

Lastly, Dr. Robertson tracks how well the team is executing.

Key metrics include:

• Jobs completed per tech or per crew
• Average time per job
• % of jobs completed on time
• Reschedule and cancellation rates
• Labor cost as a % of revenue 

He uses tools like ClickUp, ServiceTitan, or even simple whiteboard KPIs to review operational performance every week. When data shows a bottleneck, such as jobs running long or crews being underutilized, Dr. Robertson adjusts schedules, improves training, or revises capacity planning.

Real Results from Data-Driven Decisions

Here are a few anonymized examples of how data led to positive outcomes in Dr. Robertson’s portfolio:

• A roofing company found that one zip code had a higher conversion rate compared to others. They adjusted their ad spend allocation to focus more on this area, leading to a noticeable improvement in return on investment within a few weeks.
• A physical therapy clinic identified that a portion of patients weren’t rebooking. A follow-up email campaign aimed at encouraging rebooking resulted in an increase in annual revenue.
• A commercial cleaning firm tracked job completion by crew and identified a high-performing team leader. By promoting him and implementing his approach across the team, the company experienced improvements in efficiency. 

Data doesn’t just help make better decisions—it helps make them faster and with less emotional bias.

Tools Dr. Robertson Uses to Track Business Data

He avoids bloated enterprise software and prefers simple, team-friendly tools:

• QuickBooks Online for financials
• Google Sheets or Airtable for customizable dashboards
• Go High Level or HubSpot for CRM, lead tracking, and sales pipelines
• ClickUp or Monday.com for task and operations metrics
• Databox or Looker Studio to visualize trends and KPIs 

Each tool is selected based on the business size and how easily the team can maintain it.

How He Trains Teams to Use Data

Data is ineffective if the team doesn’t engage with it. That’s why Dr. Robertson:

• Holds weekly team huddles where KPIs are reviewed
• Assigns ownership: “Who owns this metric?”
• Publishes a public scorecard in the office or via Slack
• Offers team bonuses or incentives tied to performance 

By making data visible and actionable, he turns it into a source of momentum, not something to fear.

Final Thought: Data Doesn’t Replace Judgment, It Enhances It

Dr. Connor Robertson doesn’t run his businesses like a robot. He still trusts his intuition, listens to his team, and adapts to the context. But data provides him with clarity, allowing him to make decisions decisively, cut waste, and double down on what works. In a world where many small businesses are left to guess, he’s measuring. And that’s why his businesses grow steadily, operate efficiently, and exit at strong multiples.

To learn more about how Dr. Robertson uses data to grow and protect acquired businesses, visit www.drconnorrobertson.com.

 

Disclaimer: The views and strategies expressed in this article are based on Dr. Connor Robertson’s personal experiences and professional insights. Results may vary depending on individual circumstances and business environments. While data-driven decision-making has proven effective in many cases, there is no guarantee that these methods will achieve the same outcomes for all businesses. Readers should assess their unique situations and consider consulting with a professional before making any business decisions.