Directive tracker
Phase, health and trend for every directive, with the key results and guardrails behind it.
Teradius Strategy
The Board Room for directives and the Strategy Lab for testing decisions.
Board decisions become tracked directives with progress computed from live operating data. Executives model strategies on a copy of the real numbers before committing.
Boards govern using information prepared by the people they oversee. It is curated with care, and sometimes with creativity. Teradius removes the preparation step: the numbers the board sees are computed directly from the operating records the modules keep.
Executives rarely have a safe place to test a strategy. Decisions are made on descriptive history projected onto a changing future. The Strategy Lab gives them a sandbox calibrated on their own history.
- Board directive
A decision the board has made and will hold the executive to.
- Strategic objectives
Each with one accountable executive.
- Key results and guardrails
A target, a baseline, a period, and the counter-metrics that must not be breached.
- Initiatives
Programmes with phase, budget, owner and milestones.
- Workflows and actions
The real work in the modules, from which progress is computed.
Northbridge HoldingsBoard pack · snapshot 30 Sep 2026 · frozenData complete to 29 Sep
Revenue YTDAUD 14.2m+8.1% vs plan
Debtor days52target 45
Guardrails breached1 of 12capacity 94%
Grow recurring revenue to AUD 18.0mCEO · 62% computed from operating dataGuardrail: Churn 2.1% (limit 3.0%)Healthy
Open the Dubai entity by Q2COO · 35% computed from operating dataGuardrail: Capex AED 1.9m of 2.4mWatch
Reduce debtor days to 45CFO · 80% computed from operating dataGuardrail: Credit notes 0.8% of salesHealthy
Launch the service contracts lineCCO · 20% computed from operating dataGuardrail: Delivery capacity 94% utilisedAt risk
HealthyWatchAt risk
Guardrails, always
A revenue target met while churn, discounting or delivery capacity breaches its limit is reported as unhealthy, never as success.
Frozen board packs
Each pack is immutable at issue. Any later change to a historical value appears in a restatement log.
Forecast accountability
Executive forecasts are recorded and compared with actuals over time.
Commentary beside the number
Executives can explain a value. They can never edit it.
Independent assurance
Auditors can be given direct, read-only access to the same evidence.
Open a second distribution centre in 2027?
HoldOpen in Q1Open in Q3
HoldRevenue AUD 21.4m to 23.1m · Margin 11.2% to 12.6% · Cash AUD 3.1m low point
Open in Q1Revenue AUD 24.8m to 28.9m · Margin 9.4% to 12.1% · Cash AUD 0.9m low point
Open in Q3Revenue AUD 23.2m to 26.0m · Margin 10.6% to 12.4% · Cash AUD 2.2m low point
Assumptions on record: 4Ranges from a calibrated model. Never a single number.
Isolated by design
The Lab works on a snapshot of the real figures and never writes to operational data.
Driver-based models first
Pricing, expansion, hiring, new sites. Later, uncertainty ranges and capacity dynamics.
Ranges, never a single answer
Every result shows its range and its assumptions. Model accuracy is published beside the result.
Closed loop
An approved scenario becomes the plan. A decision journal compares what was predicted with what happened.
Agents that explain, not invent
AI agents explore levers and draft the narrative. All numbers come from the deterministic model.
Strategy Lab demo
A small model of a fictional company with hypothetical figures. The real Strategy Lab is calibrated on your own history and records every assumption. This demo shows the shape of the answer: always a range, never a single number.
Illustrative model. Fictional company, hypothetical figures.
Baseline: AUD 21.4m revenue, 11.9% margin, AUD 3.1m cash
- Price elasticity between −0.9 and −1.5
- A new location reaches 6% to 12% of today's revenue by its fourth quarter and costs AUD 1.2m to open
- Each hire costs AUD 0.14m a year and adds AUD 0.08m to 0.14m of revenue after two quarters
Scenario rangeBaseline
Revenue, year 3—
Operating margin, year 3—
Cash low point—
Ranges from a simplified driver model. Assumptions are listed so you can disagree with them.
Boards and audit committees
An unfiltered view of delivery against their own decisions.
CEOs and CFOs
A shared truth with the board, and a place to test strategy before presenting it.
Investors and group owners
The same evidence across every portfolio company, computed the same way.
Start with Strategy, keep your existing systems
A planned entry configuration pairs Core, Intelligence and Strategy with connectors to third-party ERP and CRM.
PlannedTeradius Strategy is in design. The Board Room is scheduled first; the Strategy Lab follows.