Finance & Performance
Numbers you can run the business on.
Numbers you can actually run the business on: what each job costs you, which work is worth taking, and what next quarter looks like if nothing changes.
All five practicesSound familiar
- You do not know which jobs make money and which quietly do not.
- The bank balance is the forecast.
- Four reports arrive monthly and you fully trust none of them.
- Pricing was set years ago and has never been revisited.
What we do
Where the money goes, and what's coming
What a new hire, a price change, or a lost contract would actually do to the business
One monthly report you trust, rather than four you don't
Tying the P&L back to what your team actually did
What you end up with
- Unit economics — what a job actually costs once everything is counted
- A forecast that shows what a new hire, a price change, or a lost contract would really do
- One monthly report you trust, instead of four you argue about
- A P&L that ties back to what the team actually did
How it runs
- 01
Diagnose
- 02
Design
- 03
Build
- 04
Implement
- 05
Operate & Improve
Usually paired with