Profit & Growth Diagnostic
Find where the biggest economic opportunities are hiding.
The starting point for most clients.
We analyze the commercial economics of your business to identify where profit is being missed, where growth is available, and which opportunities deserve management attention first.
What We Analyze
Pricing and discounting
Offers and packaging
Product and service mix
Customer profitability
Margin leakage
Retention and repeat purchase
Upsell and cross-sell
Recurring revenue
Customer lifetime value
Commercial complexity
What You Get
Commercial Economics Baseline
A clear view of how the business currently makes money across customers, products, pricing, margins, retention, and transactions.
Revenue Leakage Review
Identification of where revenue, margin, capacity, or customer value may be getting lost.
Pricing Architecture Review
Assessment of pricing levels, discounting, segmentation, package structure, legacy pricing, contracts, and premium opportunities.
Offer & Product-Mix Review
Analysis of which offers should be strengthened, repositioned, simplified, expanded, or potentially removed.
Customer Expansion & LTV Review
Opportunities to increase repeat purchase, cross-sell, upsell, retention, renewal, reactivation, and customer value.
Economic Opportunity Modelling
Financial scenarios for the strongest opportunities where the available data supports credible modelling.
Economic Leverage Map™
A documented view of the most important profit and growth opportunities across the business.
Economic Leverage Scorecard™
Each opportunity ranked by potential upside, confidence, implementation burden, complexity, speed to learning, and risk.
Priority Growth Roadmap™
A clear NOW / NEXT / LATER sequence showing what deserves attention first and what should wait.
Executive Decision Session
A working session with leadership to challenge assumptions, review the findings, and agree on the first priorities.
Best Suited For
Established businesses that know they should be performing better but need evidence before deciding where to invest money, people, and management attention.
Investment starts at $5,000.
Where Should You Start?
For most businesses, the answer is simple.
Start with the Profit & Growth Diagnostic™.
First, understand the economics. Then decide what deserves action. And if there is a strong reason to continue working together, we can determine the right level of involvement from there.
Find the Profit Before You Spend More to Grow.
Your business may not need more leads.
It may need to make more money from the customers, pricing, products, demand, and capacity you already have. The Profit & Growth Diagnostic™ identifies where profit is being missed, estimates what the strongest opportunities could be worth, and shows you what to focus on first.
Apply for the Profit & Growth Diagnostic →
More Growth Is Not Always the Answer.
A business can grow revenue while becoming less profitable.
Yet profit barely moves. The problem is often not demand. It is what happens before, during, and after the sale.
You May Be
- ✗ Underpriced in important customer segments
- ✗ Discounting more than necessary
- ✗ Selling too much of low-margin products
- ✗ Over-customizing without charging for it
- ✗ Losing customers who should renew or buy again
- ✗ Missing opportunities to sell more to existing customers
- ✗ Spending more to acquire customers who aren't worth enough over time
Individually, these issues may look small. Across a $5M or $10M business, they can become expensive.
Before you spend more to grow, find out whether the business you already have should be producing more.
Most advisors enter with one preferred solution.
A marketing agency looks for more leads. A pricing consultant looks for higher prices. A sales consultant looks for better conversion. The Profit & Growth Diagnostic™ starts differently, we look across the business and ask:
Where is the biggest realistic opportunity to improve profit and growth?
Are you charging appropriately for the value you provide? We look at pricing, discounting, customer differences, legacy pricing, packages, and premium opportunities.
Are your services or products easy to understand, easy to buy, and profitable to deliver? We look for weak packaging, unnecessary customization, and missed premium options.
Which products or services deserve more attention? Which generate strong profit, and which consume capacity without enough return?
What should a good customer buy next? We look for upgrades, cross-sells, additional services, maintenance plans, subscriptions, and account expansion.
What happens after the first purchase? We examine repeat purchases, renewals, retention, inactive customers, and more predictable revenue.
Anyone can recommend an idea. The harder question is what it's actually worth.
Now management has something it can actually evaluate.
Your business may have 20 things it could improve. You should not work on all 20.
We compare opportunities based on potential financial impact, confidence, ease of implementation, speed to results, risk, and operational complexity.
The strongest opportunities.
Promising ideas that need more evidence.
Useful ideas that are not important enough right now.
Ideas that are unlikely to justify the time, money, or complexity.
Because knowing what not to work on matters too.
Three steps, start to finish.
Understand the Business
We review the available customer, sales, pricing, product, margin, retention, and transaction information and speak with leadership to understand what the numbers alone can't explain. The goal: separate what you think is happening from what the economics show is happening.
Find the Opportunities
We identify where meaningful profit or growth may be available across pricing, offers, products, existing customers, and retention then test each opportunity against the numbers.
Decide What to Do First
You finish with a clear NOW / NEXT / LATER plan. Your leadership team should be able to say: "These are our biggest opportunities. This is roughly what they could be worth. This is what we're working on first."
No 100-page strategy report. No ten different frameworks.
Five things your leadership team can actually use.
A clear picture of how your business currently makes money and where the economics look strongest or weakest.
The main areas where you may be losing margin, revenue, customer value, or capacity.
The most credible opportunities we find across pricing, products, offers, customers, retention, and repeat revenue.
A simple NOW / NEXT / LATER plan showing what deserves attention first.
A final working session to walk through the findings, challenge assumptions, and agree on the priorities.
You leave knowing where the money is being missed, what the strongest opportunities could be worth, and what to do first.
Real examples, real numbers.
Results vary by business, market, available data, and implementation.
I've spent years working in businesses where small commercial decisions compound across significant revenue.
In fuel pricing, I worked across approximately 400 locations and 3.5 billion litres of annual volume, where pricing decisions could change multiple times per day. That experience taught me something simple:
Small economic improvements become very large when multiplied across enough customers and transactions. And small leaks become very expensive.
That is why this work focuses on numbers, economics, and priorities not generic growth advice.
Who This Is For
Established $1M–$15M businesses with proven demand. Especially relevant if:
- ✓ Revenue is growing faster than profit
- ✓ Growth has stalled
- ✓ You suspect you are underpriced
- ✓ Customer acquisition is getting more expensive
- ✓ Your product or service mix has become complicated
- ✓ Your best customers could probably buy more
- ✓ Retention or repeat purchases are weaker than expected
- ✓ You want stronger economics before expanding
Who This Is Not For
This is not designed for:
- ✗ Early-stage businesses without proven demand
- ✗ Businesses primarily needing more leads
- ✗ Companies looking for advertising or social-media management
- ✗ Emergency turnaround situations
- ✗ Leadership teams unwilling to change pricing, products, or commercial decisions
The strongest clients usually share one thought: "There is more money inside this business than we're currently capturing."
Starting from $7,500
The exact investment depends on the complexity of the business, including the number of products, customer segments, locations, revenue streams, and data sources involved.
For perspective a one-percentage-point improvement in contribution economics represents roughly:
The Diagnostic does not promise those results. Its job is to determine whether meaningful opportunities exist inside your business, what they may be worth, and where you should focus first.
Before committing significantly more money to growth, find out where your next major profit opportunity could already be hiding.
For qualifying engagements.
If the completed Diagnostic does not identify at least 3× your investment in credible, quantified annualized profit opportunity, you may request your Diagnostic fee back.
For a $7,500 engagement, that means identifying at least $22,500 in credible annualized opportunity. For larger engagements, the threshold adjusts proportionately.
The guarantee applies when the company provides the information reasonably required to complete the analysis. It guarantees the economic usefulness of the Diagnostic, not implementation results.
Frequently Asked Questions
No. Pricing is only one possible opportunity. If improving retention, simplifying products, or selling more to existing customers offers better economics, those opportunities should come first.
It doesn't need to be. We need enough reliable information to identify patterns, estimate opportunities, and make better decisions.
No. This looks at the economics of the whole customer relationship from pricing and the first purchase through repeat business, retention, and expansion.
Then we answer the next questions: How big is it? Is it really your biggest opportunity? What should you do about it first?
Implementation can be handled internally or scoped separately after we know which opportunities are actually worth pursuing.
You already built the customers. The products. The reputation. The team. The demand.
Now ask: are those assets producing as much economic value as they should?
Before adding another salesperson, campaign, product, location, or layer of complexity, find out where the strongest opportunity already exists.
Find the opportunities.
Put numbers behind them.
Know what to do first.
Find the profit. Then scale what works.