How we work
Most companies run on a monthly close and a rearview mirror. We move you — in deliberate steps — to a business that sees itself weekly. Here is exactly how the implementation works.
The four stages
Every company we meet sits somewhere on this path. Implementation is the work of moving right — one stage at a time — as data quality improves and the team starts to trust what it sees.
A traditional monthly close, done by an accountant. The numbers arrive weeks after the decisions did.
"We won't know revenue until the books are closed."
Your first look at weekly metrics. It's uncomfortable — the numbers get challenged before they get trusted.
"Where'd you get that data? That's not right!"
You trust the weekly metrics. The conversation shifts from "is this right?" to "what do we do about it?"
"We know where to focus our attention."
The unit of work is self-aware. The whole team sees the same numbers and knows how their work moves them.
"Every role has an intention and a rowset."
The Functional stage is where the real alignment happens — the team is reconciling their understanding of the numbers and what they mean. It's the hardest stretch of the journey, and the most valuable.
Implementation
The implementation follows the same disciplined sequence for every client — extract, build, operate.
We start by extracting all of your data — accounting, banking, payments, payroll, and the operating systems that run your business. You grant access; we do the pulling. No clean-up project required on your side first.
We build the Data System — the foundation of the Instrumentation Pyramid. Every source is transformed weekly into a clean source of common transactional data. This is what makes every number downstream trustworthy: one warehouse, one truth, refreshed every week.
On top of the warehouse we stand up the tools you'll actually run the business with: Monday Morning Metrics to run the business weekly, and the Integrated Financial Model to forecast the business monthly, quarterly, and annually. Together they complete the Instrumentation Pyramid.
Inside the system
Structure
Every metric, every report, every forecast shares the same rows. When the whole company speaks one financial language, the debate about whose numbers are right disappears.
The Fourth Statement
Built on the widest part of the top of your customer acquisition channels — new and repeat customer payments — it shows the economic quality of the business, not just its accounting totals.
A new industry standard
We calculate unit economics each period and cumulatively, focusing the team's attention on the drivers of unit economics weekly — not once a quarter in a board deck.
Why weekly
Implementation is the beginning of a new feedback loop for the business — the past informing the future, every single week.
What actually happens
"When you put the right data in front of an empowered team, they get better."
One client began implementation in the Troubled stage — negative gross margins, running on a monthly close. Through the Functional phase, the team aligned their understanding of the numbers and what they meant. As they crossed into Integrated, the operating metric that mattered — care hours delivered per day — climbed steadily, and gross margins turned positive. Nothing changed except what the team could see, and how often.
The engagement
Start with a conversation
Tell us where you are on the journey — monthly close, first metrics, or somewhere in between — and we'll show you the next step.
Start Conversation