Know which 10% is actually driving the business
Ideal Customer Audit
If you pulled real profitability by customer, channel, and product tomorrow, would the ranking match who gets the attention today?
Most companies already have this data. It just hasn’t been pulled apart by customer, channel, and product to see what’s actually profitable. Effort keeps chasing the busy 40% of the business instead of the real 10% driving it.
Proof: an agency, post-acquisition, exited unprofitable accounts and rebuilt around higher-margin lines → 57% revenue growth, ~8% NRR increase.
This is for you if
Does this sound like your business?
- You can name your biggest customers by revenue, but not by profitability
- Vertical, product, or service lines have crept without anyone checking what still works
- The team is spread thin serving accounts that don’t move the business forward
- You suspect a small slice of the business is carrying the rest, but can’t prove it
What we work through
The questions this engagement answers.
- Which customers, channels, and products are actually profitable?
- Where has vertical or product creep pulled focus away from the real ICP?
- What does the real 10% look like, and where is it hiding in your own data?
- What should you stop serving, and what should you double down on?
What you walk away with
What exists at the end that does not exist now.
- A real profitability picture by customer, channel, and product
- A validated ICP definition the whole team can rally around
- A clear list of what to keep, fix, or exit
- A reallocation plan for where strategy, market focus, and operations should actually point
Sound like the right Summit?
Bring the problem. We’ll scope the work on the call.