Representative engagements that demonstrate our approach to technical transformation and operational scaling.
A rapidly scaling SaaS company had accumulated significant technical debt across multiple disconnected systems. Customer data lived in one platform, billing in another, and product usage in a third. The result was fragmented reporting, conflicting metrics, and an inability to answer basic questions about customer health or unit economics.
Board meetings became exercises in reconciling different versions of the truth. The leadership team couldn't make confident decisions about pricing, retention strategies, or resource allocation because they didn't have a unified view of their business.
We started with a comprehensive audit of their existing infrastructure—mapping every data source, identifying schema inconsistencies, and documenting the current reporting workflows. This revealed over 40 distinct points of failure where data quality issues were creating downstream problems.
We then designed and oversaw the implementation of a unified data warehouse, establishing ETL protocols that brought customer, billing, and product data into a single source of truth. This wasn't just a technical migration—it required redesigning how teams thought about data ownership and governance.
The company now operates with complete visibility into customer behavior, cohort economics, and product performance. More importantly, they have the infrastructure to scale without re-introducing data fragmentation.
An enterprise software startup was experiencing rapid top-line growth but deteriorating margins. Sales teams were closing deals through heavy discounting, and the pricing model hadn't been validated against actual customer usage patterns or cost to serve.
The leadership team knew they were growing, but they couldn't answer whether that growth was profitable or sustainable. Customer acquisition costs were climbing, and there was no clear understanding of which customer segments were actually driving value.
We conducted a detailed analysis of customer cohorts, examining actual usage patterns, implementation costs, support burden, and retention behavior. This revealed that roughly 30% of customers were generating negative lifetime value—they cost more to acquire and serve than they would ever pay back.
We then redesigned the pricing architecture around verified unit economics, establishing guardrails that prevented sales from closing unprofitable deals. We also implemented new financial models that aligned quota planning with sustainable CAC ratios and projected the company's path to profitability for investor conversations.
The company shifted from growth-at-any-cost to profitable expansion. They now have clear visibility into which customer segments drive value, and their sales team operates within economic guardrails that protect margins while still supporting aggressive growth targets. The financial projections we developed became the foundation for their successful Series A fundraising.
The companies we work with often discover that their infrastructure challenges aren't new—they've been building for months or years. By the time leadership recognizes the problem, it's already creating meaningful drag on decision-making and operational efficiency.
Rapid top-line expansion can hide unsustainable unit economics, margin compression, and inefficient GTM strategies. It's only when growth slows—or when investors start asking harder questions—that these issues become visible.
In most cases, founders and executives already sense that their infrastructure isn't keeping pace with their ambitions. What they lack isn't awareness—it's the technical expertise and bandwidth to diagnose the problem and build a solution while still running the business.
If your organization is facing similar challenges, we should talk about how we can help you build the operational infrastructure to support sustainable scaling.
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