Overview

A target's numbers tell you what happened. They rarely tell you why, or whether it lasts. Beneath the headline growth sits a customer base with its own story: who's leaving, who's worth keeping, and whether the revenue holds after the deal. We interrogate that data with the depth a transaction demands, so you underwrite the business as it actually is, not as the numbers suggest.

Pain point

Growth that doesn't hold

Headline revenue can flatter a business that is quietly running out of room. We show what is really driving the top line, and whether it lasts.

What we bring:

  • Revenue driver attribution

    We decompose revenue growth into its real sources: new customers versus lost, new products versus discontinued, volume versus price versus mix. You see exactly what is powering the top line, and how much of it is durable.

  • Cohort and vintage analysis

    We track how each customer cohort performs over time, so you can see whether newer intakes are scaling faster or slower than those before them, and what that implies for growth after the deal.

  • Expansion versus acquisition

    We separate growth that comes from existing customers spending more from growth that depends on constantly acquiring new ones, revealing how much the business must keep winning simply to stand still.

Pain point

Churn hidden in the aggregate

Blended retention numbers hide the accounts most at risk. We find them before they become your problem.

What we bring:

  • Churn attribution

    We trace customer loss to its real drivers, price, engagement, cohort, or fit, and identify the spending and behaviour patterns that departed customers shared, turning a blunt retention rate into a clear picture of why customers leave.

  • At-risk identification

    We flag the customers most likely to leave next, so retention risk can be priced into the deal and managed from day one, rather than discovered a year in.

Pain point

Profit that isn't where you think

Revenue is easy to see. Where the margin actually comes from, and where it leaks, is not.

What we bring:

  • Customer profitability

    We rank the customer base by true contribution, exposing which relationships carry the business and which erode margin through discounts, rebates, or cost to serve.

  • Product and site profitability

    We map margin across products and locations to show where profit genuinely concentrates, and where high volume masks low or negative return.

  • Discount and rebate efficiency

    We measure how much margin is being given away, to whom, and whether it is buying anything, revealing the discounting that quietly funds itself out of profit.

Pain point

Pricing power left untested

Pricing is usually the largest lever no one has pulled. We show how much room there is to move it.

What we bring:

  • Pricing consistency and disparity

    We map how price and realised margin vary across products, customers, and channels, exposing where the business is under-monetising customers it already has.

  • Elasticity and headroom

    We assess how sensitive customers genuinely are to price, and where there is room to move without losing them, quantifying an upside most targets never test.

Next step

Underwrite with conviction.

The difference between a good deal and a costly one often sits in data the seller never surfaces. We bring it into the light before you commit.

Talk to us