Deep analysis: the numbers a developer should read every week
By Makon Team · 3 October 2026 · 3 min read
Most developers know how many flats they have sold. Fewer can say, on any given Monday, how much of that money has actually arrived, how much is late, what the next three months will bring in, and which building is earning its keep. The difference between those two companies is not talent. It is whether the numbers are in one place and whether someone reads them every week.
Sold is not the same as collected
A flat sold in instalments is a promise of money, not money. The first view every developer needs puts four figures side by side for each residential complex: the total value of the flats, what has been collected, what is still on sale, and what is still expected from contracts already signed. Makon's sales analytics show exactly these, per complex, with sales and down payments beside them.
“Price is what you pay. Value is what you get.”
Price per square metre, building by building
The average price per square metre achieved — not the list price, the signed one — tells you whether discounts are creeping in, which floors and layouts sell above the average, and where the next price list should go. Read it per building: a complex where one block sells at a premium and another at a discount is two stories, not one average.
Cash flow, not just profit
Construction runs on cash. Money in and money out by month, expenses by category and what each building has cost show whether sales are paying for the site or whether investors' money is quietly filling the gap. Because every balance change in Makon is one ledger entry, these figures are the same as the accounts, not a separate spreadsheet that has to be reconciled.
What is still to come
The most useful forward-looking number a developer has is already written in the contracts: projected income from the schedules signed, and how buyers actually pay against them. If buyers pay late on average, the forecast should say so before the bank or the contractor does.
- Collections due this week and this month, against what actually arrived.
- The overdue total and the contracts at risk, before they become write-offs.
- Each investor's position in their buildings, from the same records as the sales.
“In God we trust; all others must bring data.”
A weekly rhythm
Andy Grove ran Intel on the principle that a manager's job is the output of their team, measured often. For a developer, that means one short meeting every week with the same figures in the same order, one decision taken, and the result checked the following week. Makon helps the rhythm along by sending daily, weekly and monthly reports to Telegram, so the people who need the numbers have them before the meeting starts.
Deep analysis is not a bigger report. It is a few honest figures — sold against collected, price per square metre, cash flow and what is still to come — read every week by the people who decide.
Further reading
High Output Management
Andrew S. Grove, 1983
Intel's former chief on running a team like a production line: measure output, hold one-to-ones, run meetings that decide things.
Good to Great
Jim Collins, 2001
A study of companies that went from average to outstanding: the right people first, facing hard facts, and steady discipline over bold leaps.
Thinking, Fast and Slow
Daniel Kahneman, 2011
A Nobel laureate on how people actually decide — anchors, loss aversion, first impressions. Explains why a price list and a show flat matter so much.