For B2B software and portfolios
As features become easier to copy, unit economics determine what scales.
Convios evaluates acquisition, pricing, retention and delivery against your operating metrics. We then implement one priority with your team.
Thirty minutes. Bring CAC payback, NRR, ACV or delivery costs if the number is available.
Diagnosis
Where scaling often fails
More projects do not automatically improve economics. The scaling audit connects the constraints in one model and prioritizes the first lever.
- 01Pipeline grows while CAC payback deteriorates.
- 02The product creates more value than the pricing architecture captures.
- 03New business first replaces lost existing revenue.
- 04Every new customer adds delivery and support costs.
- 05AI tools are introduced while workflow and measurement remain unchanged.
Working logic
One lever, three measurement points
The economic target often responds later than the process. We therefore separate the baseline, an observable leading indicator and the outcome metric.
- 01
Baseline
Before the change, we document the metric, measurement period and data source.
- 02
90-day leading indicator
We choose a measure that can respond during the project, such as stage conversion, price realization, activation or cycle time.
- 03
Economic target metric
Exactly one outcome measure becomes the target, such as CAC payback, ACV, NRR or gross margin.
The four levers
Four fields, one prioritized lever
Each field has its own diagnostic page. An engagement implements only the priority with a reliable baseline and a clear link to the target metric.
Acquisition and sales efficiency
We find the funnel stage where qualified demand is lost and change its process, playbook and measurement.
Leading indicator: conversion or cycle time of one named stage
Target metric: CAC payback
Pricing and monetization
We examine willingness to pay, the pricing metric and a limited introduction in one segment.
Leading indicator: price realization, pilot ACV or offer conversion
Target metric: one of ACV, expansion or NRR
Retention and expansion
We define the first measurable customer success and establish warning and expansion signals.
Leading indicator: activation or time to first value
Target metric: one of GRR or NRR
Delivery costs and AI productivity
We measure time and cost in delivery and change the constraint with a defined workflow.
Leading indicator: lead time, failure rate or effort per transaction
Target metric: one of cost to serve or gross margin
This fits in these cases
- An economic metric needs improvement
- Product, sales and financial data are accessible
- Leadership can prioritize the lever
- A team can own implementation in operation
This is not the right step yet in these cases
- Four business areas need to change at once
- No reliable baseline can be accessed
- You only want a strategy slide without implementation
- A revenue or valuation result must be guaranteed
Common questions
Does every engagement begin with a scaling audit?
With an open scaling constraint, yes. The audit establishes within a fixed timeframe which metric is actually stuck, which stage causes the loss and how solid the data behind it is. If your baseline, cause and scope are already documented, we review a direct entry into delivery and save you the stage. In that case we look at your existing analysis and say plainly whether it holds.
Do all four levers need a full analysis?
No. Exactly one lever gets implemented, the one with a solid baseline and a traceable effect on your target metric. The other three stay documented so the sequence remains transparent and you can pick them up later without a new analysis. Four building sites at once is the most common reason nothing becomes measurable within ninety days.
How quickly do we see an effect in the numbers?
The economic target metric almost always responds later than the process. That is why a leading indicator is defined upfront that can move within the ninety days, such as conversion of a named funnel stage, price realization or cycle time. It shows during delivery whether the direction is right. The target metric, for instance CAC payback or NRR, is then observed across the agreed measurement period.
What does the engagement cost?
The scaling audit runs on a fixed timeframe and a fixed price you know before the start. The delivery scope follows from the audit result, because only then is it clear which lever gets worked on and which data and people that requires. You receive a written proposal stating scope, price, your contribution and the acceptance criterion before you decide.
How much internal time does this take?
Realistically one decision-maker from leadership with a few hours per week and one or two specialists from the affected area. Add access to product, sales and financial data within the agreed scope. If that contribution is not available, we say so before the start rather than letting delivery run out on missing decisions.
Does Convios work with investors?
Yes. For investors and acquirers we review the same four levers against the question of whether a portfolio company growth assumption holds operationally. The result is an assessment with baselines, visible constraints and the effort a change realistically requires. It is explicitly not a company valuation or a financial due diligence.
Which lever limits enterprise value?
We review which number looks unusual, whether the data support an audit and what scope would be realistic.
Discuss where to startThirty minutes. Bring CAC payback, NRR, ACV or delivery costs if the number is available.