Industries
We focus on mid-sized organisations where operations, billing and finance run on separate systems, and the important questions cut across all of them. Each industry starts with one question worth real money.
Contracts, staffing, actual work and invoices don't reconcile into a reliable margin view.
Which contracts are we underbilling, and by how much?
In the example: $2.4M a year of earned margin never reached an invoice, across 11 of 38 contracts.
Dispatch, GPS, fuel, maintenance and billing don't consistently connect to customer economics.
Which customers are actually unprofitable?
In the example: 4 of the 10 largest customers lose money once empty miles, waiting time and fuel are counted.
Patient volumes, staffing, capacity and collections are viewed separately, which hides how each branch really performs.
Why does one branch earn twice the margin of another with the same volume?
In the example: $3.1M a year is billed but never collected, and 3 of 18 branches lose money.
Production losses and procurement changes are hard to trace through to order profitability.
Which orders lost margin on the shop floor, and why?
In the example: families quoted at 22% deliver 16%, and $4.2M a year goes to scrap, downtime and steel prices.
Sales growth can hide excess inventory, customer credit exposure and expensive fulfilment.
Is our growth making money, or just tying up cash?
In the example: sales grew 14% while cash tied up grew 31%, leaving $6.8M of excess working capital.
Acquisition, loan performance, collections and funding costs sit in separate reporting systems.
Which acquisition channels bring loans that actually pay back?
In the example: digital-partner loans go overdue at 2.1× the rate of branch loans, and profit is $4.6M below plan.
If your operations, billing and finance live in different systems, the same approach applies. It starts with a 30-day pilot on two or three questions.
How the pilot works