Revenue intelligence for subscription and carrier billing
Know which customers were worth acquiring. Before you buy more of them.
Spend sits in one system, revenue in another, and churn in a third. Nobody in the business can say which channels and campaigns actually made money. We build that answer, and we put it in writing.
The problem
Blended numbers hide the decisions
Blended CAC, blended ARPU, a single churn rate. Averaged together, the channel that funds the business and the channel that quietly drains it cancel each other out, and the report stops telling anyone what to do on Monday. The numbers are usually all present somewhere: in the billing platform, the acquisition reports, the carrier settlement files. They are just never joined on the same definition of a customer.
4.2x on spend
Affiliate portfolio
Fund it
0.7x on spend
Paid social, broad targeting
Cut it
Break-even, day 94
Carrier portal placements
Watch the payback
Illustrative example. Not a client figure.
See what we answer
What you get answered
The questions your reporting does not answer
These are commercial questions, not analytical ones. They get asked in board meetings and budget reviews, and they usually get answered with an educated guess because the underlying numbers live in systems that were never joined.
Where the money goes
- Which acquisition channels generate profitable customers?
- Which campaigns deserve more investment?
- Which campaigns should be discontinued?
What a customer is worth
- When does a customer reach break-even?
- What is the projected lifetime value of the customers we acquired this month?
- Which segments deserve additional investment?
Where the growth is
- Which customers are ready for a second product or a higher tier?
- Which part of the base is worth an offer, and which is worth leaving alone?
- Which segments are we over-contacting for no return?
Where revenue leaks
- Why are customers leaving?
- Where are we leaking recurring revenue?
- How healthy is the subscription base underneath the growth?
What we do
One customer base. Three decisions. One set of numbers.
These are commercial decisions, not analytical ones, and they are not three separate products bolted together. They run on one joined view of your customers, built once from your acquisition, billing and behavioural data, and held together by Flybridge so the definitions underneath them stop moving.
Customer Economics
Know what a customer costs, what they return, and when
What you paid to acquire a customer, what they generate month after month, and the month they cross into profit. One arithmetic rather than three reports, because a channel is only cheap relative to what its customers turn out to be worth. Broken out by channel, campaign and cohort.
Churn Intelligence
Keep the customers who are actually worth keeping
Not every cancellation deserves a save offer. We rank why customers leave, which of those causes you can actually move, and which cohorts carry enough value to justify the spend.
Cross-sell & Upsell Intelligence
Know which customers are ready to buy more
Subscribers pressing against the limits of their plan show it in billing data long before anyone asks them. We rank the base by readiness and name the behaviour behind each ranking, so offers go to the customers worth making them to.
KeelShift Flybridge
One view from above the systems, not inside any one of them
The aggregator, the ad platform and the carrier settlement file each count a conversion their own way, and taxonomies get rebuilt every time someone new takes over. Flybridge is the mapping layer across all of it: one definition of a customer, a campaign and a conversion, held steady so this quarter can be compared with last. It is the reason the three answers above agree with each other.
The proof
A forecast nobody owns is an opinion with charts.
Revenue forecasts are cheap to produce and almost never scored afterwards. So the first thing we hand over is not a dashboard. It is a number we can be held to.
1
Seal
We commit the forecast to a sealed, timestamped file before you act on any of it. It cannot be altered afterwards, by you or by us.
2
Declare
We state the accuracy we expect, in writing, before a single result comes in.
3
Open
Thirty days later we open the seal against what actually happened. Live. No retrofitting, no quiet edits.
Opened live, day 30
87%Declared
89%Actual
If it earns it, standing monthly reporting starts. If not, you keep the report.
Illustrative example. Actual accuracy is declared and verified against your own data.
Why not a dashboard
A dashboard reports what happened. It will not tell you what to fund.
BI tools and marketing dashboards
They visualise what each system already holds, on that system's own definition of a customer, a conversion and a month. Quick to read, and silent on the question the budget actually turns on: which spend produced customers worth having.
KeelShift™
We reconcile those systems onto one definition, answer the commercial question directly, and say plainly when your data will not carry the conclusion. You get a decision with its reasoning attached, not another tile to interpret.
Why us
We have run these numbers from inside the operator
Mobile VAS, carrier billing and digital content, from the inside rather than from a case study. We have owned the CRM, churn and lifetime-value numbers in a major operator’s value-added services business, chased revenue that the aggregator report and the settlement file disagreed about, and defended a payback figure to a commercial director who had every reason to doubt it. The analytical methods are on everyone’s shelf. Knowing how a carrier-billed subscription actually behaves in the data, and where that data lies to you, is the part that is hard to hire.
About Us- Senior practitioners who have run acquisition, churn and lifetime-value analysis inside telecom, VAS and iGaming operators.
- Every figure traces back to the customer behaviour behind it, so your team can check the reasoning rather than take it on faith.
- Your data, your terms. Anonymised identifiers by default, processed in the EU, deleted when the work is done. On-premise available.
The offer
Five Design Partner spots, first-mover terms
Design Partners get the diagnostic run on their own data at first-mover terms, with the sealed forecast as the next step. Send an extract and know within a week which of these questions your data can already answer, and which ones it cannot yet.
