You're growing and you can't tell whether it's working.

In ten business days you'll have defensible LTV, CAC, payback and retention numbers, a weighted pipeline forecast, and a clear answer on which of the three is actually capping your growth — with the arithmetic shown, so your board can check it.

Who this is for

• You're spending on acquisition without knowing your CAC ceiling
• Retention “feels fine” and nobody has computed NRR
• You need a number for a board deck and don't trust the one you have

Who this isn't for

• You have under three months of data — there's nothing to model yet
• You want the numbers to say something specific
• Your finance team already owns this and agrees on the method

What you get

• LTV, CAC, LTV:CAC and CAC payback, with every input and assumption named
• Churn, NRR, GRR and quick ratio, with the cohort view
• A weighted pipeline forecast — commit vs best case — and the coverage gap against target
• A verdict on which constraint binds first, and what it's worth to fix
• The model itself, so you can re-run it monthly

How it runs

• Days 1–2: Data pull, definitions agreed in writing
• Days 3–7: Model build, cohort analysis, forecast
• Days 8–10: Verdict, readout, handoff

What it costs

Unit Economics & Retention Sprint — $3,500, 10 business days.

The credit applies once per relationship and does not stack. One audit credits into one sprint, or one sprint credits into one retainer — not both in sequence.

Founding Client rate applies to the first three companies and closes 30 September.

Engines behind this sprint

• unit-economics
• lifecycle-and-retention
• pipeline-and-forecast

Frequently asked questions

Can we talk before buying?

There's no free discovery call. The Growth Audit ($600 founding / $1,200) includes a 60-minute walkthrough of your results — that's the conversation, and it comes with the analysis rather than instead of it.

What data do you need from us?

Read access to your analytics, ad accounts and CRM, plus revenue and cohort exports. Definitions — what counts as a customer, when a cohort starts, which costs sit inside CAC — are agreed in writing in the first two days, because that is where most disagreement about the numbers actually lives.

What if the numbers are bad?

Then the arithmetic shows why, and the verdict names which constraint binds first. Every input and assumption is written down so your board can check the working rather than take it on trust.

Do we keep the model?

Yes. The model is yours, with the inputs labelled, so you can re-run it monthly without us.

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