Somewhere in your business, a number you rely on has drifted away from reality. A CAC that's counted wrong. A fulfillment cost your 3PL's invoices bury. Cohort revenue your forecast can't see. You're making decisions on it anyway, because nobody has gone into the raw data to check. I check.
Read access to your platform, ad accounts, 3PL invoices, your current model or forecast if one exists, and whatever your accountant produces. Setup takes your team an hour or two, then I disappear into it.
I audit your model's assumptions line by line: CAC math, retention curves, contribution margins, unit economics. If you don't have a formal model, I reconstruct the one implied by your dashboards and decisions, and test that instead. Then I go where the assumptions came from: the raw exports, the cohort tables, the invoices.
A written report covering the two to four divergences that matter, what each one is costing you, and the corrected numbers you should be running the business on. We walk through it together on a call. The report is written so you can hand it to a partner, a board, or an investor without me in the room.
After: your call. There's no retainer attached and no pitch at the end. Most clients do ask me to stay on, because the findings usually open questions worth pursuing. That conversation happens if you start it.
A brand believed shipping to Canada cost under $40 an order. Their 3PL's invoice structure buried the true figure, closer to $70, and Canada wasn't the only country affected. They were about to launch discounted international subscriptions on those numbers, which would have locked in a loss on every order. The audit caught it first.
A $12M apparel brand's weekly forecasts kept drifting from actuals, and their own CFO couldn't find the cause. In the raw cohort data I found customers acquired years earlier had grown to roughly 25% of revenue, invisible to the model. Retention targets sat too low, so the marketing team could underperform all year and still beat plan. The board had no idea.
A founder came to me convinced things were falling apart, under pressure from his board. The corrected projections said otherwise: a clear path to cash positive. He walked into his next board meeting with numbers he could defend. That company went from –$2.9M EBIT to cash positive. Read the full story →
Three different brands, three different divergences. The constant is that dashboards didn't catch any of them. Someone had to open the data.
A brand doing $5M+ typically spends $40–80K a month on advertising alone. If your CAC is miscounted by 10%, or a fulfillment cost is understated by $10 an order, you're losing more than the audit costs every few weeks, indefinitely, without knowing it.
The audit is priced as a fraction of what one wrong number costs you per quarter. Not as a discount on a retainer, because it isn't one. It's a complete engagement with a beginning, an end, and a deliverable you keep.
What it's not: a free 30-minute "profit leak" call that exists to sell you a subscription. Two weeks inside your actual data, in writing, with my name on the findings.
Read-only access to your commerce platform, ad accounts, and whatever reporting your accountant produces, plus your 3PL invoices as files. I sign an NDA before I see anything. Read-only means I can't change or break anything.
Dashboards report what they're fed and mirror your own assumptions back at you. The divergences worth money live underneath: in how costs are invoiced, how cohorts actually behave, how attribution counts. Every example on this page came from a brand with dashboards.
Your accountant reports what happened, and does it for far less than $6,500, as it should be. The audit answers a different question: whether the assumptions underneath your forecasts are still true. That's not their job. It's mine.
In practice there's always something; a model that matches reality everywhere would be a first. But if your numbers genuinely hold up, the report says so, and that's worth having: you get to scale with confidence instead of doubt. Either way you get the corrected baseline in writing.
A free audit is a sales call wearing a costume. Its job is to find just enough to sell you a retainer. This is the opposite: a paid engagement with no retainer attached, which means the findings answer to you, not to my pipeline.
Whatever you want. Some clients take the report and run. Most ask me to stay involved, monthly or per project. There's no obligation and no pitch; the report's final page maps what ongoing work would look like, and you decide if that conversation happens.
Usually I'll say no, not because the work is different but because the economics are: at $2M, a $6,500 audit is a real cash decision, and the divergences I find are proportionally smaller. If you're close to the line and something specific is at stake, write to me and I'll tell you honestly whether it's worth it.
Which number is wrong, what it's costing you, and what the corrected version says about your next move. Tell me what's on the table and I'll reply within one business day.