Profit-to-EVA Waterfall — Deposit Book iWhat it shows: the path from net interest margin to economic value added within the selected book — revenue, cost to serve, overhead, provision, tax, and the charge for capital at the 10% hurdle.
Decision it drives: within-book economics — which levers move this book's value, on its own terms rather than blended with the other side of the balance sheet.

Hover any bar for the running total.

Capital vs. Economic Return — Deposit Book iWhat it shows: each product in the selected book plotted by the capital it consumes (x) against the economic value it produces (y). Products below the zero line earn less than the 10% hurdle on their capital.
Decision it drives: which products in this book to lean into, and which need repricing or runoff to release capital.

Bubble = product. Hover for capital composition.

EVA by Segment iWhat it shows: economic value added by customer segment after the capital charge — consumer segments in navy, business segments in red.
Decision it drives: segment strategy and capital allocation between the consumer and business franchises.

EVA by Branch — Deposit vs. Loan Share iWhat it shows: each branch's economic value added, stacked by where it comes from — the deposit book vs. the loan book.
Decision it drives: the intervention list, with the diagnosis built in: a weak branch with a strong deposit stack has a lending problem, and vice versa.

Funding vs. Lending Engine iWhat it shows: how net interest margin splits between the deposit franchise (FTP credit for the funding it provides, minus interest paid) and the loan book (interest earned, minus FTP charge for funds used).
Decision it drives: whether deposit gathering or lending is actually the margin engine — informs rate-setting posture on both sides.

Cost Allocation Layers iWhat it shows: the three cost layers by product family — direct activity-based cost to serve, allocated unused capacity (paid-for capacity the activity didn't consume), and allocated overhead.
Decision it drives: whether the allocation basis is defensible — and separately, whether unused capacity is a pricing problem or a capacity-management problem.

Segment P&L Matrix iWhat it shows: the standard profit breakdown — Balance | Net Interest Margin | Fee Income | Cost to Serve — for every segment side by side. Selected segment highlighted.
Decision it drives: which segments fund the franchise vs. consume it; where coverage and pricing attention concentrate.

Product Profit Pareto — iWhat it shows: products ranked by profit contribution within the selected segment, with cumulative share.
Decision it drives: the short list of products that deserve pricing and process attention in this segment.

Channel Cost Mix by Segment iWhat it shows: activity-based channel costs (teller, ATM, electronic, wire, statement, card) per segment.
Decision it drives: where channel-migration campaigns would actually move cost — which segments are branch-heavy vs. digital.

Business vs. Consumer Contribution iWhat it shows: balance, profit, and servicing cost split between business and consumer customers.
Decision it drives: whether the small-business book justifies dedicated coverage investment.

Activity-Based Cost Stack iWhat it shows: the eight measured cost components for this product — origination, maintenance, teller, ATM, electronic, wire, statement, card. These sum exactly to cost to serve; allocated overhead is shown separately and deliberately.
Decision it drives: fee schedule design — which activities to reprice, digitize, or discourage.

Volume Drivers iWhat it shows: the transaction activity behind each cost component. Hover a bar to see the implied unit cost (component cost ÷ driver volume).
Decision it drives: which behaviors to migrate — e.g., teller-to-electronic — and what each migration is worth.

Product Profit Waterfall iWhat it shows: how the selected product's profit is built — Net Interest Margin, Fee Income, then Cost to Serve, Overhead, and Provision.
Decision it drives: which lever moves this product's P&L — pricing (NIM), fee schedule, or cost engineering.

Rates for context:

Unit Economics by Segment iWhat it shows: for the selected product, each customer segment plotted by cost to serve per account (x) vs. revenue per account (y). Bubble size = number of accounts; navy = consumer segments, red = business. Segments below the break-even diagonal cost more to serve than they earn.
Decision it drives: segment-level pricing and channel strategy for this product — who subsidizes whom inside the same product.

New vs. Established Unit Economics iWhat it shows: revenue, cost, and profit per account for the quarter's new accounts vs. the seasoned book.
Decision it drives: onboarding funnel design — and honest framing: one quarter cannot distinguish "unprofitable" from "not yet seasoned."

Where New Accounts Landed iWhat it shows: new-account count by segment (bars) vs. each segment's share of total bank profit (line).
Decision it drives: targeting — are we acquiring in the segments that actually pay?

Card Activation Opportunity iWhat it shows: the red line is the share of card-capable accounts actually active this quarter (left axis); the grey bars are what each active account generates in interchange (right axis). A low line next to a tall bar is the opportunity: many dormant accounts, each worth real revenue if activated.
Decision it drives: activation campaign sizing and targeting — dormant interchange revenue, quantified per segment.

Fee Income Penetration by Segment iWhat it shows: fee income per account by segment, split by source, plus the share of accounts generating no fee income at all.
Decision it drives: cross-sell and bundling campaign design.