Overview
Team Reports measure the people who sell and deliver your work - account managers, project managers, and technicians.
Three reports, each built around a different pipeline. They are not three versions of the same thing, and reading them as though they were is the main mistake to avoid.
Available in the Web App. See Reports: Overview and Where to Find What for the shared controls.
These reports measure people. Use them to find where someone needs support, not as a standalone basis for pay or performance decisions. Each measures one narrow thing and none of them capture job difficulty, customer mix, or territory.
When to Use This Group
You're reviewing how your sales side is converting.
You want to see which project managers are winning new work versus growing existing jobs.
You want to know how much of your crew's time actually reaches an invoice.
You're preparing for a one-to-one and want facts rather than impressions.
You're deciding where to add capacity.
What Each One Actually Measures
Each report follows a different pipeline:
Account Manager Performance - the sales pipeline. New accounts, proposals at each stage, the close rate, and the revenue behind it.
Project Manager Performance - the revenue pipeline. Booked and collected, split between new jobs and change-order upsells.
Technician Performance - the hours pipeline. Scheduled, worked, and billed hours, and where time leaks between them.
Different units, different questions. A close rate and a billed-hours figure are not comparable numbers.
Account Manager Performance
Conversion rate information for each account manager.
The full sales funnel per account manager: New Accounts won, proposals split by stage - Draft, Sent, Accepted - the Conversion Rate, and the Booked and Collected Revenue behind it all. A summary header gives the overall picture, and columns are sortable.
Reading the funnel stage by stage tells you where each person's problem actually is. Lots of drafts and few sent means quotes aren't going out. Lots sent and few accepted means pricing or follow-up. Good conversion but low booked revenue means winning small work.
How the Conversion Rate Is Calculated
The formula is: 100 × Accepted ÷ (Sent + proposals accepted without ever being sent).
The second part matters for field sales. A proposal accepted in person at the kitchen table - never emailed - counts in both halves of the rate. So in-person selling doesn't inflate anyone's conversion, and office-based and field-based account managers are measured on the same footing.
Draft proposals aren't in the denominator. Quotes that never went anywhere don't drag the rate down - but they do show in the Draft column, which is why that column is worth watching separately.
Reading It Fairly
A low conversion rate has several possible causes worth separating: quoting too high, quoting the wrong work, slow follow-up, or being handed weaker leads. Only the first two are about the person.
Read it against Revenue by Lead Source. Someone working a weak channel will convert worse through no fault of their own.
Project Manager Performance
Booked and collected revenue by Project Manager.
Revenue per project manager, with a split that answers a question the totals can't: new work orders versus change orders, each with its own count and booked value, plus Total Booked, Closed Work Orders, and Collected Revenue.
The split separates two different skills. High new-work-order revenue is someone bringing jobs in. High change-order revenue is someone growing jobs once they're running - spotting extra work on site and getting it approved. Both are valuable; they're different people, and this is the only report that tells them apart.
The gap between booked and collected is the other number to watch. Drill into any project manager to see the individual jobs - reference, account, closed date, and the revenue behind each figure. A comparison view lets you put one project manager's numbers directly against another's over the same dates.
Jobs with no project manager are grouped under Unassigned. If that row is large, the report is only describing part of your work - and the fix is assigning project managers, not changing the report.
Technician Performance
Performance information, % of working hours vs booked time for each technician.
Three hours figures per technician, and the story is in the gaps between them:
Booked Hours - time scheduled for them on appointments.
Logged Hours - time actually clocked.
Billed Hours - time that reached an invoice, with its Billed Total value.
Two gaps, two different problems:
Booked vs Logged is an estimating gap. Consistently logging over booked means jobs are underestimated - which shows up later as thin margins. Consistently under means padded estimates, which cost you schedule capacity you could have sold.
Logged vs Billed is a billing gap. Hours worked that never reached an invoice are unbilled labour, per technician. This is the same money Uninvoiced Timesheets finds, viewed by person instead of by job. See Timesheet Reports.
The useful move on the estimating gap is comparing the same person across job types. Over on installs but accurate on service calls points at your install estimates, not the technician.
Time logged on fixed-price work is never billed hour by hour, so techs on fixed-price jobs will always show a Logged-to-Billed gap. That's the pricing model, not a leak.
This measures time, not quality. A fast technician generating callbacks looks good here and isn't. Read it against the Checklists report.
Attribution Has to Be Right First
All three reports depend on roles being set on jobs. If project managers, account managers, and technicians aren't consistently assigned, these reports describe a fraction of your work and the comparisons between people are unfair.
Check the Unassigned rollup on Project Manager Performance first. It's the quickest indicator of whether your attribution is good enough to draw conclusions from.
Tips & Best Practices
Look at trends, not snapshots. One month is noise. Three months of the same pattern is signal.
Read the funnel stage by stage. Draft, Sent, and Accepted each point at a different fix. The conversion rate alone hides which stage is leaking.
Use the drill-down before drawing a conclusion. The jobs behind a number usually explain it, and one unusual job can skew a whole figure.
Compare like with like. Someone working commercial maintenance and someone working residential emergencies won't produce comparable figures.
Watch the change-order split on project managers. Someone consistently growing jobs on site is doing something worth teaching the others.
Chase the Logged-to-Billed gap monthly. On hourly and cost-plus work it's revenue you've earned and not asked for.
Assign project managers consistently. A large Unassigned row makes this whole group unreliable.
Things to Know
Conversion Rate is 100 × Accepted ÷ (Sent + accepted-without-being-sent). In-person acceptances count in both halves.
Draft proposals don't count against the conversion rate, but appear in their own column.
Project Manager Performance splits booked revenue between new work orders and change orders, includes an Unassigned rollup, and supports per-job drill-down and side-by-side comparison.
Technician Performance shows Booked (scheduled), Logged (clocked), and Billed (invoiced) hours, plus the Billed Total value.
Fixed-price work always shows a Logged-to-Billed gap - hours aren't invoiced individually there.
Team members who have since been deleted still appear, so past periods stay accurate.
These reports rely on roles being assigned to jobs. Unassigned work is either rolled up or absent.
None of these reports measures profitability. That's Job Costing. See Work Reports.
Some reports in this group are permission-gated.
Troubleshooting
A large share of revenue shows as Unassigned.
Jobs are being created without a project manager. Assign them going forward; historical jobs stay in the rollup unless updated.
An account manager's conversion rate looks unfairly low.
Check the Sent column against Accepted - a big gap there is pricing or follow-up. Then check their lead sources; a weaker channel moves conversion without anything changing in how they work.
A technician logs far more than their booked hours.
Check whether it happens across all job types or just one. One job type points at your estimates for that work rather than at the person.
A technician's billed hours are far below their logged hours.
First check how much of their work was fixed-price - those hours never bill individually. What remains is unbilled labour; Uninvoiced Timesheets will show which jobs it's sitting on.
Booked and collected are far apart for one project manager.
Drill into their jobs. Either work is still in progress, or finished jobs are unpaid - check Invoice Aging for the second case.
A report shows no data.
Check the date range, then check whether the relevant role is actually assigned on jobs in that period.
I can't see these reports.
They can be restricted by role. Ask an admin to review your permissions.
Have questions? Reach out via the support chat or email support@motionops.com.