From struggles
to profitability.
Three engagements, told the way the client remembers them — situation, intervention, result. Each case below opens with a single chart that captures the turn, then walks through the artifact we built to make it stick.
From struggles to profitability
A consumer brand watched margins erode quarter after quarter as input costs spiked. Pricing had not moved in eighteen months, marketing spend was flat to the calendar, and the founders had paused their dividend for a second time.
We rebuilt the unit-economics model from raw transactions, segmented customers into three responsiveness tiers, and ran a controlled price test on the elastic tier first. Marketing was re-cut to follow margin, not revenue.
Gross margin recovered through two pricing rounds without losing volume in the inelastic tier. The loan was paid down on schedule. The dividend resumed in quarter four.
Three-scenario revenue plan rebuilt with new pricing in the assumptions. Numbers below are illustrative; client data is under NDA.
Driving profitability through decisions
A growth-stage SaaS team made roadmap calls in the dark. Reporting was a quarterly heroic effort, retention was an opinion not a fact, and forty-seven SKUs hid a long tail of unprofitable products nobody wanted to sunset.
We built monthly cohort retention from raw billing data, attributed gross margin by product line, and ran a portfolio review against a single rule: keep a SKU only if its NDR cleared 105% twice in a row. Twenty-eight products were retired.
Net dollar retention on the kept portfolio cleared 118% within two quarters. The smaller catalogue freed engineering for two new modules — both shipped under their original margin bar.
A 12 × 12 cohort grid replaced "intuition" as the source of truth on retention. Numbers shown are illustrative; client data is anonymized.
Financial turnaround
A Series B SaaS company raised in the easy-money window and built a cost base that assumed the next round would land on the same terms. When the market closed, eight months of cash separated the team from a forced sale.
A ninety-day restructuring plan: org redesigned around the two profitable product lines, vendor stack consolidated, sales targets re-set against a margin-weighted quota. We rebuilt the cash model and the board pack so the new path was readable on one page.
EBIT improved by four hundred percent. Monthly burn fell by more than half. The runway extended by twenty months — long enough to choose the next round on the company's terms, not the market's.
Burn cut, runway extended. Drag the burn slider in the live model to see how the post-intervention curve held cash for twenty additional months.
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