Revenue projections are easy to build and easier to get wrong. We design business models from the unit economics up: pricing, cost structure, margins, and the assumptions underneath them. The numbers hold up under investor scrutiny and market contact because they were built to.
A business model is not a spreadsheet with a hockey stick. It is the answer to a harder question: does this company make more money as it grows, or does it just make more revenue while the margins erode?
The difference usually comes down to assumptions nobody interrogated. Customer acquisition costs that double with scale. Pricing that does not align with perceived value. A cost structure with no operating leverage.
We build models from the unit economics up. Cost to acquire a customer by channel. Revenue per customer over a realistic lifetime, not a theoretical one. Gross margin at current scale and at ten times current scale. The pricing architecture: not just the price point, but the metric it is tied to and whether that metric correlates with the value customers experience. We stress-test every assumption with observed data where it exists and conservative estimates where it does not. Optimistic assumptions are the reason most business models fail their first contact with reality.
The output is a working financial model, an interactive tool that lets you run scenarios and see the impact. What happens if churn doubles? What if the sales cycle is 60 days instead of 30? At what price point does the CAC-to-LTV ratio break? What is the cash runway under each scenario? We build the model, walk you through the sensitivities, and make sure you can explain every number to a board member or lead investor without looking at a cheat sheet.
Founders who entered with a pitch-deck projection leave with a model they use to make decisions: pricing changes, hiring plans, fundraise timing. Because it reflects how the business works, not how they hope it will.
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