Our work
What you actually get back.
Not a methodology diagram. These are the six artifacts an engagement produces — the forecast, the variance bridge, the cohorts, the board page, the close calendar and the unit economics. Every figure below is invented, but the shapes are exactly what we build.
The forecast
A revenue build you can take apart
Revenue stops being a number somebody typed and becomes the output of base, expansion and new logos — each with its own drivers. Change conversion or ramp and the whole thing moves in front of you.
- Segment-level build with a documented driver tree
- Prior plan held alongside so drift is visible
- Rolls forward monthly against actuals
Revenue build by segment
The variance
A bridge that names the cause
Most variance reporting tells you the gap. A bridge tells you what made it — how much came from new logos, how much leaked out through churn, and how much you gave away in discounting.
- Plan-to-actual walk with every driver isolated
- Favourable and unfavourable read at a glance
- Each step has an owner in the monthly review
Plan to actual, bridged
Axis truncated at $3.90M — on a zero-based scale a $290K step against $4.2M is about ten pixels.
The cohorts
Retention, by the month they signed
Aggregate churn hides everything interesting. A cohort grid shows whether the customers you won last quarter behave like the ones you won last year — and whether expansion is really outrunning churn.
- Net revenue retention by signup cohort
- Expansion above 100% separated from decay below
- Rebuilt from billing data, not from a dashboard
Net revenue retention by cohort
| Cohort | M0 | M1 | M2 | M3 | M4 | M5 | M6 | M7 |
|---|---|---|---|---|---|---|---|---|
| Jan | 97 | 97 | 100 | 93 | 96 | 97 | 97 | 99 |
| Feb | 103 | 100 | 95 | 94 | 100 | 97 | 97 | |
| Mar | 98 | 97 | 102 | 95 | 100 | 101 | ||
| Apr | 102 | 97 | 101 | 102 | 96 | |||
| May | 105 | 98 | 102 | 100 | ||||
| Jun | 101 | 104 | 104 | |||||
| Jul | 104 | 105 | ||||||
| Aug | 104 |
The board pack
The page directors actually read
Six numbers, their direction of travel, and the trend behind each one — sent seventy-two hours before the meeting so the meeting is about decisions rather than a recital.
- Definitions written down once and held
- Trend beside every figure, not just the level
- Circulated three days ahead with commentary
Operating summary
ARR
$6.42M
Net burn
$214K
Runway
19 mo
NRR
112%
CAC payback
14 mo
Burn multiple
1.3×
The close
Six days, with owners on every task
A three-week close is a sequencing problem, not an accounting one. We write the calendar down, put a name against each task, and move a third of the work before month end.
- Every task owned and dated in business days
- Dependencies visible, so blocking is obvious
- Books locked day five, pack out day six
Monthly close, day by day
- Bank & card feeds reconciledBookkeeping
- Revenue cut-off & deferralsArthIQ
- Accruals & prepaidsBookkeeping
- Payroll & benefitsPeople Ops
- Flux reviewArthIQ
- Books lockedController
- Variance pack & commentaryArthIQ
The unit economics
When a customer pays for itself
Payback measured on gross profit, not revenue, and against a fully loaded acquisition cost. It is the number that decides whether spending more on growth is investment or leakage.
- Fully loaded CAC by channel and segment
- Payback on gross profit, not on revenue
- Benchmarked against your stage before you raise
CAC payback per customer
On these examplesEvery company, figure and chart above is invented for illustration. They show the structure and level of detail we produce, not the results of any real engagement. Your versions are built from your general ledger, your billing data and your drivers.
Next step
Thirty minutes,
and no documents.
The first call is about what you are deciding and what your current numbers can and cannot answer. If we are not the right team for it — or you only need one of the three tiers — we will say so and point you somewhere better.