Commercial intelligence
Unit economics, margin by product and channel, pricing and partner performance.
Advisory
Decisions backed by data.
Senior support for leadership on revenue, pricing, partnerships and performance, with the analysis and the systems to back every decision.
Questions that need numbers before software.
Where the money is made, where it leaks, and what to decide next.
Partnerships and deal structuring
Pricing models, commission structures and rollout plans for new partners, built on the numbers rather than habit.
Payment and integration architecture
Functional design of the integrations your business depends on, so they can be reused instead of rebuilt for each partner.
Governance and risk
Contract review, sensitive accounts and banking dependencies: the exposures that only show up when something goes wrong.
Performance management
KPI definitions, incentive schemes and reporting standards that leadership and teams read the same way.
Systems behind the advice
When a recommendation needs a cockpit, a tracker or an automation to stick, we build it. Advice that stays on paper rarely changes anything.
Four situations, anonymised.
Client names and figures stay confidential.
Pricing and commercial modelling
A payments business needed to know whether a proposed partner commission was economically sustainable. We modelled transaction volumes, pricing, margin and rollout scenarios before the negotiation started.
Performance framework
A multi-site business had conflicting definitions of revenue and sales performance. We rebuilt the KPI framework first, then redesigned the cockpit on top of it.
Tender and strategic deal support
A complex institutional tender required commercial pricing, technical architecture and operating assumptions to agree with each other before submission.
Operating model
Management had the data but no consistent decision process. We defined the metrics, their owners and the review cadence before automating any reporting.
Format
A monthly engagement with a defined scope.
- A scope agreed with the CEO or board at the start
- Regular executive working sessions
- Written recommendations with the analysis behind them
- Strict confidentiality: no client is named on this site
