Improve profit with clear unit economics
If your business feels busy but profit still feels unpredictable, you don’t need more spreadsheets — you need decision rules.
We install clear unit economics (LTV, CAC ceiling, contribution margin), payroll guardrails, and a review cadence so growth pays and cashflow stays controlled.
If your margin depends on you constantly watching costs, the system isn’t embedded — and profit will swing with every busy week.
How it works
(3 phases)
Phase 1
Model
(baseline)
We build a simple, decision-grade view of LTV, CAC ceiling and contribution margin.
Phase 2
Prioritise
(highest ROI levers)
Identify the 3–5 actions that will move profit fastest without harming experience.
Phase 3
Implement
(guardrails + cadence)
We install weekly and monthly review routines so the improvements stick.
Deliverables
You’ll walk away with clear financial decision rules — not accounting theory.
01:
A simple Unit Economics Model (LTV, CAC ceiling, contribution margin) + decision rules
02:
Pricing & packaging recommendations (what to change, & how to communicate it)
03:
Payroll & productivity guardrails (practical weekly checks)
04:
A set of profit levers ranked by ROI (conversion, retention, yield, costs)
05:
A monthly review cadence (what to review, when, and why) to keep profit controlled
06:
A “growth that pays” scorecard layer integrated into your weekly KPIs
Example:
If a member is worth ~$900 in gross profit (LTV) and your target CAC ceiling is $250–$350, you can scale confidently only if your conversion and retention systems are stable. If CAC rises above your ceiling, you don’t guess — you improve the lever (speed-to-lead, show rate, trial-to-join, pricing, or retention) before scaling spend.
Frequently Asked Questions
Still have questions? Take a look at the FAQ or reach out anytime. If you’re feeling ready, go ahead and book your 30 minute meeting.
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No, the Operating System Audit costs $79. If you proceed with an Operating System Sprint or ongoing advisory within 14 days, your audit fee is credited.
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No. It’s operating finance: simple models that drive decisions.
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That’s normal. We work with estimates and tighten later.
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Not blindly. The goal is to improve margin while protecting service and retention.
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Yes—pricing and packaging are a core part of this work.