Services / Revenue Operations
The numbers your leadership actually runs on. Attribution that survives scrutiny, dashboards nobody has to caveat, and a forecast that holds.
A forecast is only as good as the pipeline underneath it, which is why this work usually starts one layer down. Once the data agrees with itself, reporting stops being an argument about whose spreadsheet is right and starts being a decision-making tool.
The most common finding is that the CRM and the finance system disagree, and nobody has reconciled them because the reconciliation is tedious. A $40K monthly reporting gap surfaced between a SaaS fintech's CRM and finance systems. Not a rounding error, and not something either team could see from inside their own tool.
The same exercise surfaces revenue nobody is counting. $52K per month in recurring unrecognised revenue was surfaced for a SaaS fintech through pipeline reconciliation and deal-stage realignment. That is revenue the business had already earned and was not recognising.
On attribution, we build the model the business can defend. Last-touch is easy and wrong for most B2B motions. Full multi-touch is defensible, but only if the tracking underneath it is complete. We are direct about which one your data supports today and what it would take to move up.
Then we build the dashboards and hand them over: the executive view, the board pack, and the operational reports the team runs on weekly. Documented, owned by your team, no dependency on us to change a filter.
What is covered
per month in recurring unrecognised revenue surfaced for a SaaS fintech through pipeline reconciliation and deal-stage realignment.
How It Works
We review what is being reported now, who reads it, and where two sources disagree. Most teams have more reports than readers, and fewer trusted numbers than they think.
We reconcile the CRM against finance line by line and document every discrepancy, including the ones that turn out to be definitional rather than errors.
We set the attribution model and forecast methodology your data can support, then build the dashboards against it: executive, board and operational.
Documentation, training, and an accuracy-tracking cadence, so the forecast is measured against outcomes rather than simply repeated with confidence.
Tell us what you report today and where the numbers stop agreeing. We will audit the reporting and reconcile it against finance.
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