Recurring revenue, and the cost that recurs against it.
This is what we would actually do, in what order, and what it costs.
No discovery call is required to see the number.
What we would go looking for
These are patterns that recur in technology and SaaS, written as things to
look for. They are not findings from a named engagement.
Non-production environments running continuously at production scale, because turning them off is somebody's job and nobody's priority.
Committed-use and reserved capacity purchased against a forecast that has since changed, so the commitment and the usage have quietly diverged.
Seats sold against seats actually active, on both sides — customers overpaying and renewing on inertia, and internal tools bought per head and used by a fraction.
Support tickets clustering on a small number of product defects, funded as support cost rather than fixed as engineering cost.
Auto-renewing customer contracts with uplift caps that were never applied.
The sequence
Five weeks for one operating unit. More units run in parallel rather than in
series, so a group does not take five times as long.
Week 1
Intake and reconciliation8 requests written for technology and SaaS, alongside the 107 covering the operating spine. We tell you which findings the gaps will limit before any fieldwork starts.
Weeks 2–3
Full pass, not a sampleEvery account in scope is read rather than sampled.
Week 4
Quantification and challengeEach finding sized, and put to whoever owns it before it is written down.
Week 5
Report and walkthroughThe written report, ranked by annual value and by how hard each finding is to act on.
3 core requests written for technology and SaaS, inside the full intake.
Anything you do not have can be skipped with a reason — skipping narrows what the
review can conclude, and we tell you where before the work starts rather than after.
ARR or MRR movement — New, expansion, contraction and churn by month.
Churn and retention — Logo and revenue, with reasons where captured.
Cost to serve — Hosting, support and success cost per customer or per seat.
If any of this is already happening
The review is always worth doing and rarely urgent. It becomes urgent when
something else is happening — and if one of these is, the sequence above compresses
to fit it.
A funding round or an acquisition, where net revenue retention is recalculated by someone else
Cloud spend growing faster than revenue with no unit-cost view
A large renewal at risk, without knowing whether that customer was ever profitable
A sales tax notice from a state you did not know you had nexus in
Who needs to be in the room
Signs it: CEO or CFO
Will resist it: Sales leadership, whose discounting becomes visible in aggregate — worth telling them what the
review is for before they hear it from somewhere else.
Has been asking for it: Finance and RevOps, who have been reconciling by hand
What it costs
Priced by operating unit — an entity, a location, or a business the accounts are
kept separately for. The second unit costs less than the first because by then the
intake is built, the chart of accounts is understood and the patterns are known.
Purchase order is the primary route — most
buyers this size raise a PO and pay against an invoice on terms. Card and bank
transfer exist for those who prefer them.