Reports tend to grow wider until dozens of columns fill the screen and nobody reads them. There is one test for keeping a field: will it change what someone does today?
The daily report serves budget adjustments. It needs spend, pacing, comparison with the same point yesterday, and a list of abnormal accounts. Fewer fields means the stand-up can read it in five minutes.
The weekly report serves structural decisions: how spend distribution shifts between platforms and accounts, efficiency trends by creative batch, accounts over or under budget. More breakdowns belong here.
The review report serves after-the-fact attribution. It can afford the most complex definitions and the slowest build: spend next to orders, revenue and margin, answering whether the cycle actually made money.
Separating the three beats building one report that tries to do everything.