Most analytics products are organised around techniques. This one is organised around decisions. Each capability below exists because a commercial team kept asking the same question and kept having to answer it from instinct.
They are not six separate tools. They run on one joined view of your customers, built once from your billing, acquisition and behavioural data, which is why the answers reconcile with each other rather than contradicting across three decks.
Acquisition Intelligence
The decision: where the next euro of acquisition spend goes.
Cost per acquisition is easy to report and easy to hit. Cost per profitable acquisition is the number that should be setting the media plan, and it is almost never on the dashboard, because it requires joining what you paid to what the customer went on to do.
Answers: Which acquisition channels generate profitable customers? Which sources look cheap on CPA and expensive on payback? Which partner or affiliate is delivering volume that never converts to sustained billing?
You get realised revenue attributed back to the channel, campaign and placement that produced each customer, with the cohorts sized so the comparison is fair.
Customer Lifetime Value
The decision: how much a new customer is worth paying for.
Waiting twelve months to learn whether a cohort was worth buying is not a strategy, particularly in carrier billing where a subscription can lapse silently in week three. Value has to be projected early, from the behaviour a customer has already shown.
Answers: What is the projected lifetime value of the customers we acquired this month? Which segments deserve additional investment? Where is a higher acquisition cost justified by the value that follows it?
You get projected value by cohort and segment, with the confidence range stated rather than implied, and an honest note on where the history is too short to project.
Break-even Intelligence
The decision: how fast you can scale spend without running out of cash.
Every acquisition is a loan you make to yourself. Payback timing decides how aggressively you can scale, and how long a campaign deserves before anyone is allowed to call it a failure.
Answers: When does a customer reach break-even? How long does each channel take to repay its acquisition cost? Which campaigns were killed before they had a chance to pay back?
You get observed payback curves per channel and cohort, the break-even point on each, and the return achieved at the point where the decision actually gets made.
Campaign & Channel Intelligence
The decision: which campaigns to fund, and which to discontinue.
Aggregator reports, carrier settlement files and ad platforms each count a conversion differently, on different dates, sometimes in different currencies. Teams then spend the review meeting arguing about whose number is right instead of deciding anything.
Answers: Which campaigns deserve more investment? Which should be discontinued? What is the true return once the reporting inconsistencies are reconciled?
You get one definition of a conversion and one definition of a customer applied across every source, with the discrepancies between systems reported rather than quietly smoothed over.
Churn Intelligence
The decision: which customers are worth spending money to keep.
Not every cancellation deserves a save offer, and a single churn rate averages the fixable causes together with the ones you were never going to move.
Answers: Why are customers leaving? Where are we leaking recurring revenue? Which cohorts carry enough value to justify an intervention, and which are better allowed to lapse?
You get ranked churn drivers with the evidence attached to each one, risk cohorts prioritised by value at stake rather than headcount, and a plain statement of which causes the data says you can actually influence.
Executive Revenue Reporting
The decision: what the business tells its board.
Answers: How healthy is the subscription base underneath the growth? Which of these numbers can we defend if someone pushes back?
You get the whole picture written for commercial readers, where every figure traces back to the customer behaviour behind it. No scores your team is asked to trust without explanation, and an explicit account of where the evidence is thin.
Where to start
Most engagements begin with the Revenue Diagnostic: a fixed-scope run across your data that establishes which of these questions your data can already answer today.
