What we watch, and what it’s worth.
Eight domains, 99 signals, all computed on your own data. Here is the business problem we solve in each, and what solving it is worth.
Revenue
Revenue is up. That tells you nothing about whether it is durable.
We separate revenue that will repeat from revenue that will not, surface concentration before it becomes a valuation problem, and show whether growth was earned on price or bought with discount.
Growth looked healthy at +9%. Most of it traced to discounting on renewals: the same volume at a lower price.
Profitability
Margin drifts a point at a time, and nobody can name the cause.
We attribute every point of movement to the contracts, cohorts and cost lines actually behind it, then project where it lands if nothing changes.
A 3.1-point drop traced to eleven accounts on a legacy plan whose delivery costs scale faster than their price.
Cash Flow & Accounts Receivable
You find the squeeze in the close, weeks after it began.
We watch collection behaviour and payment terms continuously, project the cash position forward, and flag the trough while it is still fixable.
A change in terms colliding with Q4 concentration opened a $2.1M trough, three weeks before a funding close.
Growth
Pipeline looks fine, right up until the quarter it does not.
We track the whole conversion chain, show precisely where it breaks, and price that break in bookings.
Win rates held while the sales cycle stretched 20%, so bookings lagged spend by two quarters. Rebalancing corrected it.
Retention
By the time churn reaches the numbers, they have already decided to leave.
We watch the behaviour that precedes churn and flag the cohorts at risk while you can still do something about them.
Second-feature adoption in one cohort fell 14%. That cohort carried 3.1× the forward churn risk of the book.
Efficiency
Everybody is busy. Nobody can prove which spend is working.
We measure what each dollar and each hire actually returns, and show you where the next dollar earns the most.
Shifting 18% of sales spend to the better-returning segment added 5.5 months of runway with no new hires.
Risk
The dangerous problems are the ones that look fine on the dashboard.
We surface concentration, covenant proximity, fragility and structural change before any of it reaches the P&L.
Three companies in one portfolio shared a single supplier. Invisible in any one board deck; material together.
Unit Economics
You know what a customer costs. You do not know why that changed.
We connect acquisition cost and lifetime value back to the decisions that moved them, so you fix the cause rather than the symptom.
Rising acquisition cost traced to a comp plan rewarding new logos over retention, not to anything marketing did.
Marketing efficiency
cross-domainEvery channel reports a positive return. Together they do not add up.
We separate the spend that creates pipeline from the spend that takes credit for it, and follow each channel through to revenue that actually retains.
Two channels showed strong attributed return while the accounts they sourced churned at 2.4× the book. Priced on retained revenue, their real contribution was negative.
Sales performance
cross-domainQuota attainment is up. So is the cost of every dollar you close.
We connect segment mix, discounting, ramp and cycle length to what a closed dollar actually costs, and how long it stays.
Attainment rose because discount authority widened. List price held, realised price fell 6%, and the fastest-closing deals retained worst.
Diligence readiness
cross-domainThe metrics that win the round are not the ones that survive diligence.
We stress the numbers a diligence team will pull apart: cohort quality, concentration, revenue durability, and the distance between bookings and cash.
Two thirds of a 22% growth story sat in a single segment, whose largest contract carried a 90-day termination clause.
Capacity and ramp
cross-domainYou hired ahead of the plan. They are not ramping at the rate the plan assumed.
We track actual ramp against the ramp your plan is built on, and price the gap between the two.
Headcount rose 40% while productivity per rep fell 18%. The plan assumed full contribution within two quarters; the cohort is tracking to three.
Stop guessing which number matters. See it on your own data.
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