Product Health Dashboard
A single-page product health snapshot for PMs and leadership. Covers acquisition, activation, retention, revenue, NPS, and system reliability ā with RAG status, week-on-week trends, and a commentary section that forces the PM to explain the story behind the numbers. Free to copy, download, and use. No signup required.
# Product Health Dashboard **Product:** [Name] **PM:** [Name] **Period:** [Week ending / Month ending ā date] **Audience:** [ ] Team [ ] Leadership [ ] Board --- > **How to use:** Update weekly or monthly. RAG status is mandatory ā it forces a judgment call, not just a number. The commentary section (Section 7) is the most important part: numbers without interpretation are noise. --- ## RAG Key š¢ On track / healthy š” Watch ā degrading or below target š“ Action required ā significantly off target --- ## 1. Acquisition | Metric | This period | Last period | Change | Target | Status | |---|---|---|---|---|---| | Total new signups | | | % | | š¢/š”/š“ | | Paid signups | | | % | | | | Top acquisition channel | [Channel] | [Channel] | ā | ā | | | CAC (blended) | ā¹ | ā¹ | % | ā¹ | | | Organic traffic (sessions) | | | % | | | --- ## 2. Activation | Metric | This period | Last period | Change | Target | Status | |---|---|---|---|---|---| | Activation rate (reach aha moment) | % | % | % pts | % | | | Median time to aha moment | days | days | | days | | | Onboarding completion rate | % | % | % pts | % | | **Aha moment definition:** [e.g. User generates first PRD within 7 days of signup] --- ## 3. Retention | Metric | This period | Last period | Change | Target | Status | |---|---|---|---|---|---| | Day-7 retention | % | % | % pts | % | | | Day-30 retention | % | % | % pts | % | | | WAU / MAU ratio | | | | | | | Monthly user churn | % | % | % pts | % | | **Latest cohort (Month [X]) Day-30 retention:** [%] **Retention curve shape:** [ ] Still declining [ ] Flattening [ ] Flat (habit formed) --- ## 4. Revenue | Metric | This period | Last period | Change | Target | Status | |---|---|---|---|---|---| | MRR | ā¹ | ā¹ | % | ā¹ | | | New MRR | ā¹ | ā¹ | % | | | | Expansion MRR | ā¹ | ā¹ | % | | | | Churned MRR | ā¹ | ā¹ | % | | | | Net MRR change | ā¹ | ā¹ | % | | | | ARPU | ā¹ | ā¹ | % | ā¹ | | | Free ā paid conversion | % | % | % pts | % | | | MRR churn rate | % | % | % pts | % | | | NRR (Net Revenue Retention) | % | % | % pts | >100% | | --- ## 5. Engagement | Metric | This period | Last period | Change | Target | Status | |---|---|---|---|---|---| | DAU | | | % | | | | WAU | | | % | | | | MAU | | | % | | | | [Core action] per active user | | | % | | | | [Core action] ā e.g. PRDs generated | | | % | | | | Session length (median) | min | min | % | | | --- ## 6. NPS & Support | Metric | This period | Last period | Change | Target | Status | |---|---|---|---|---|---| | NPS | | | pts | | | | % Promoters (9ā10) | % | % | | | | | % Detractors (0ā6) | % | % | | | | | Support tickets opened | | | % | | | | Median first response time | hrs | hrs | % | hrs | | | CSAT | /5 | /5 | | /5 | | --- ## 7. System reliability | Metric | This period | Target | Status | |---|---|---|---| | Uptime | % | 99.9% | | | API P95 latency | ms | ms | | | Error rate | % | <0.1% | | | Incidents (P1/P2) | | 0 | | --- ## 8. Commentary **One thing that went well:** [Specific metric or outcome, with a hypothesis for why] **One thing to watch:** [The metric moving in the wrong direction, root cause hypothesis, and planned response] **One decision made this period based on this data:** [What the data told you and what you decided to do differently] **One thing this dashboard doesn't capture that matters:** [The qualitative signal, customer quote, or leading indicator not in the numbers above]
How to use this Health Dashboard template
Fill in RAG status as a judgment call, not a formula
RAG status forces you to own an interpretation, not just report a number. A metric can be above target and still be š” if the trend is worsening. A metric can be below target and still be š¢ if you understand why and it's expected. The act of assigning RAG status makes you think about each metric, which is the whole point. Never auto-calculate it.
The commentary section is not optional
A dashboard without commentary is a spreadsheet. Section 8 forces you to synthesise: what went well, what to watch, what decision you made from the data, and what the numbers miss. Leadership can read the numbers themselves ā what they need from you is the interpretation. If you can't fill in Section 8 in 10 minutes, you don't understand your product well enough yet.
Pick one core engagement action and track it consistently
The 'core action per active user' row should track the one action that best represents value delivery ā PRDs generated, insights extracted, reports shared, whatever is specific to your product. Define it once and never change it mid-stream. Changing the definition resets your trend line and makes the metric useless for comparison.
Share this dashboard before the weekly meeting, not during it
If you present the dashboard live, the meeting becomes a numbers reading exercise. If you share it 24 hours before, the meeting becomes a discussion about the commentary. Send it the day before with a one-line summary email: 'MRR up 12% WoW. Day-30 retention slipping ā flagged in commentary. See dashboard.' The meeting then starts at the problem, not the number.
Want a Health Dashboard grounded in your actual customer data?
PMRead ingests your customer interviews, feedback, and Slack threads ā and generates PRDs backed by real evidence, not guesses.
Frequently asked questions
How often should this dashboard be updated?
Weekly for growth-stage products where metrics move meaningfully week-on-week. Monthly for mature products where weekly variance is noise. Daily for products in an active growth experiment or post-incident recovery. The cadence should match how fast your metrics actually move ā daily dashboards on slow-moving metrics create false urgency and alert fatigue.
Which metrics should we add for a B2B SaaS product?
Add: pipeline-to-trial conversion rate (if you have a sales motion), trial-to-paid conversion rate, logo churn (accounts lost, not just MRR), expansion rate by account tier, and time-to-value (days from signup to first meaningful output). Remove or deprioritise DAU/MAU in favour of weekly active accounts ā B2B SaaS usage is inherently less daily than consumer products.
What's the difference between this and a weekly PM report?
The weekly PM report covers what shipped, what's blocked, and what's next ā it is operational. The product health dashboard covers how the product is performing against its goals ā it is diagnostic. The report answers 'what did we do?' The dashboard answers 'is what we're doing working?' Both are needed; neither replaces the other.
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