Not all revenue is created equal.
Manage by customer economics.
For CFOs and COOs of B2B SaaS and technology companies facing pricing, margin and customer investment decisions. Cost2Serve connects customer revenue with support labor, implementation effort, cloud infrastructure and usage to model customer-level contribution and inform executive action.
Typically suited to companies with $10M–$100M in annual revenue. Fit depends on operating complexity, data readiness and the decision at hand.
WHEN TO BRING US IN
Is a customer economics decision becoming urgent?
Bring us a decision your leadership team needs to make. We connect the customer revenue and operating evidence needed to evaluate the options.
Revenue grows. Margins do not.
Identify which customers and delivery costs are affecting contribution before choosing a response.
Revenue alone guides investment
Leadership prioritizes customers and verticals by revenue because profitability is not available at the customer level.
Pricing no longer fits delivery costs
Pricing or included services were established before the current delivery model and cost structure.
Implementation effort varies materially
Time-to-live and onboarding effort vary materially, but the economic impact is not consistently measured.
Product friction drives service demand
Product teams see requests and tickets but cannot quantify which recurring friction creates the greatest service burden.
Teams disagree about where to invest
Finance, Product, Sales, and Customer Success disagree about which customers or segments warrant additional investment.
Could this be happening inside your business?
Findings from anonymized operating work that informed the Cost2Serve methodology. These illustrate questions the analysis can uncover, not universal benchmarks or a claim of realized financial uplift.
WHAT CUSTOMER ECONOMICS CAN REVEAL
Three signals revenue alone did not show.
≈ −50%
Modeled contribution
A high-revenue vertical became economically unattractive after included service costs.
4 in 5+
Profitable departures
Most reviewed departures had previously positive modeled contribution.
Revenue < Cost
Negative unit economics
Certain legacy transaction prices meant additional volume could deepen losses.
Why doesn’t Finance already know this?
Capable CFO, FP&A and BI teams often have the pieces. The challenge is connecting data scattered across functions and systems.
Finance: Revenue
CRM & contracts: Commercial terms
Support & Customer Success: Service burden
Implementation: Delivery effort
Technology & cloud: Compute, storage, infrastructure and usage costs
Operational systems: Usage & transaction costs
Customer Economics
One customer-level view of revenue, included costs and contribution.
More than another financial model, Cost2Serve connects operating data to decisions on pricing, service, retention, product investment and go-to-market.
HOW WE WORK
A focused customer economics engagement
We do not start with headcount reductions. We start with customer economics.
Typically completed in approximately 3–4 weeks once usable data is available.
WHAT WE NEED FROM YOU
WHAT WE DO
WHAT YOU RECEIVE
An executive sponsor, access to relevant financial and operating data owners, and working sessions to validate assumptions and findings. We agree responsibilities and data requests during scoping.
Reconcile revenue, support labor, implementation, cloud infrastructure and usage inputs. Model customer and segment contribution, distinguish observed and allocated costs, and test pricing, service, retention and investment options.
An editable customer economics model, executive readout, Profitable Customer Profile, customer-level action priorities, opportunity scenarios and a 90-day roadmap.
Scope, timing and client involvement depend on data readiness, business complexity and the decisions being addressed. We agree these before work begins. Customer contribution is revenue less included costs, not GAAP customer profit, net profit or EBITDA.
Historical modeled economics, not a claim of realized savings.
What would this reveal about your business?
Understand which customers contribute economically, which consume more resources than their revenue supports, and where further investment makes sense.