80 industries and counting
Your margin lives in utilization and realization, not your day rate. We show which engagements and which people actually pay.
You bill projects and retainers, but profit hides in utilization and effective rate. We show which clients and which people actually make money.
Scope creep quietly eats project margin. We track effective rate and profit per project, so good work stays profitable work.
Retainers feel stable until you see the hours behind them. We surface effective rate and client margin so under-water accounts can’t hide.
Retainer work blurs which accounts earn their fee. We track realization and revenue per head so you price and staff with eyes open.
Fixed-fee projects are won or lost on hours. We track utilization and project margin so a finished job is a profitable one.
Billable hours only matter after realization and collection. We show effective rate and revenue per attorney, clearly.
You keep everyone else’s numbers clean; we keep yours. Utilization and realization per preparer, in plain view.
Recurring revenue is only healthy if the cost to serve is clear. We track revenue per client and true margin.
Flat-fee contracts can bleed on support hours. We show margin per contract and revenue per technician.
Spread and fill rate decide the business. We track gross margin per placement and revenue per recruiter.
Commission and renewal income are easy to track loosely and lose. We keep revenue per book and true margin clear.
Programs and one-to-one work carry very different margins. We show which offer actually carries the business.
Your effective rate is rarely the rate you quote. We make the real number, after unbilled time, visible.
A full schedule doesn’t always reach the bank. We track production vs collection and revenue per provider, so you see exactly where the money leaks.
Strong volume can still mean thin margins. We track collection rate, overhead ratio, and revenue per provider.
Busy rooms don’t guarantee profit. We show revenue per room and the overhead that quietly compresses it.
Visit volume and collection rarely match. We track revenue per visit and membership income so the model holds.
Reimbursement timing hides your real margin. We track collection rate, capacity utilization, and revenue per therapist.
Caseload and no-shows quietly set your income. We track capacity utilization and revenue per clinician.
Exam revenue and optical retail behave very differently. We separate them so you see what each really earns.
Service mix and memberships drive the margin. We track revenue per room and recurring income, clearly.
Membership churn decides everything; classes are the rest. We track recurring revenue and revenue per member.
Session income swings with the calendar. We make capacity utilization and true take-home clear.
Class fill and memberships set the math. We track revenue per class and recurring income.
Chairs, products, and tips blur the real numbers. We track revenue per chair and product margin separately.
Steady chairs still need clean numbers behind them. We track revenue per chair and the overhead ratio.
Rooms, retail, and memberships each earn differently. We separate them so the margin is visible.
Booked hours and take-home rarely line up. We track capacity utilization and revenue per therapist.
You stay booked, but it’s never clear which jobs are profitable or why cash is tight. We make job-level margin, cash flow, and AR aging clear, so a busy month finally means a profitable one.
Service calls and installs carry very different margins. We split labor and materials so each job’s profit is clear.
Material costs and labor hours decide each job. We track gross margin per job and the cash behind it.
Profit is won or lost in the estimate. We track margin per project against the bid so overruns surface early.
Change orders and materials swing the margin fast. We keep job-level profit and cash flow visible.
Big material swings and deposits hide your real margin. We track job profitability and AR aging.
Recurring routes and one-off projects mix together. We separate them so each line’s margin is clear.
Thin margins mean labor is everything. We track gross margin per contract and labor as a share of revenue.
Recurring plans and one-time jobs earn differently. We track recurring revenue and route-level margin.
Materials and labor estimates decide the job. We track gross margin per project against the quote.
Material costs and install labor set the margin. We keep job-level profit and AR aging in view.
Routes and repairs have different economics. We separate recurring service from project work.
Lots of small jobs blur the picture. We track margin per job and the cash that follows.
Prime cost is the number that makes or breaks you. We track food and labor as a share of revenue, every period.
Small margins mean cost percentages are everything. We track prime cost and revenue per seat.
Pour cost and labor quietly set the margin. We track beverage cost % and prime cost, clearly.
Event-by-event costing is where profit hides. We track food cost % and margin per event.
Tight overhead, tighter margins. We track prime cost and revenue per service so each spot pays.
Ingredient cost and waste decide the margin. We track food cost % and product-level profit.
Occupancy and rate set revenue; labor sets the rest. We track RevPAR and revenue per room.
Per-property profit gets lost in the totals. We build a P&L per unit, with occupancy and cleaning costs.
Each event has its own P&L hiding in the books. We surface margin per event and true costs.
Booking revenue and event costs need to be matched. We track revenue per event and occupancy.
Project pricing rarely accounts for real hours. We track margin per project and effective rate.
Commissions in and splits out get messy fast. We track revenue per agent and true take-home.
Per-door economics disappear in the portfolio total. We build a P&L per property, with occupancy and NOI.
Portfolio profit hides the weak property. We track NOI and cash-on-cash per unit.
Owner statements and your own margin are different numbers. We keep both clean, per property.
Project costs and draws need tight tracking. We track margin per project and cash flow against budget.
Burn, runway, and revenue retention decide your next move. We track MRR, churn, and gross margin cleanly.
Project work and retainers blur your real margin. We track effective rate and project profit.
Recurring revenue only works if churn and CAC do. We track MRR, churn, and contribution margin.
Launch spikes hide the steady-state economics. We track revenue per product and true margin after ads.
Income comes from five places and none of them are simple. We organize revenue streams and real profit.
Ad, subscription, and sponsorship revenue each behave differently. We separate them and track gross margin.
Marketplace fees and ad spend quietly erase margin. We track contribution margin per channel and true COGS.
Inventory ties up the cash you don’t see. We track gross margin and inventory turnover, clearly.
Margin lives at the SKU and channel level. We track contribution per SKU and true landed cost.
Volume hides thin per-unit margins. We track gross margin, inventory turnover, and customer profitability.
Churn and COGS per box set the whole model. We track contribution per box and recurring revenue.
Funders need clean, restricted-fund reporting. We track grants and budget vs actual the way boards expect.
Each location’s P&L matters as much as the total. We deliver per-unit reporting plus a clean consolidation.
Comparing locations is impossible without consistent books. We standardize them and report per site.
Dues, events, and programs each need their own view. We track recurring revenue and budget vs actual.
Cost per mile is the number that runs the business. We track it against revenue, plus fleet and fuel.
Per-route and per-unit economics decide profit. We track cost per delivery and labor utilization.
Labor and parts margins behave differently. We track effective labor rate and gross margin per ticket.
Front-end and back-end profit need separating. We track gross per unit and departmental margin.
Job costing is where margin is won or lost. We track cost per unit and gross margin by product.
Enrollment and staffing ratios set the margin. We track revenue per seat and labor as a share of revenue.
Service mix and labor decide each ticket. We track revenue per bay and gross margin.
The same core, every time
Behind every entry above is one identical engagement. We don't bolt on industry modules; we learn the few numbers that actually run your model and report them in plain English. The list is a map of where we go deep, never a fence around who we'll help.
Recorded, reconciled, and CPA-ready, kept current, not months behind.
The two to four numbers that decide your business, tracked period over period.
What the numbers mean and what to do about them, not just a stack of figures.
Don't see yours?
Every business has a handful of numbers that decide it. Tell us what you do, and your first Insight Report will show you yours, free: the KPIs, margins, and trends that matter for your trade, in plain English. No list to fit into, no pressure either way.
See what your numbers are telling youComplimentary, no obligation. Read-only access, we never touch your books.