Sectors
Four worlds. One audit that fits.
SaaS scale-up: an audit in board language.
Your lanes. One audit that does the maths.
Your agency. An audit of project margin.
Machine building. Audited as buyers buy.
Choose the door that suits who you really are — every sector has its own playing field.
Series A closed, 18 months of runway, and your board wants proof before the B that growth pays for itself.
You run NL-DE freight, one shipper carries 30% of revenue and every year the rates reopen.
Your resource plan is full until next quarter, yet billable utilisation keeps slipping. That is your field.
Two big projects fill your shop until summer. What comes after, you only see once the enquiry lands.
An audit. Tailored to where you really stand.
An audit built for €4M ARR, not for €40M.
An audit that starts with how full your fleet runs.
An audit built on your mix of hours and retainers.
Series OEM or special machines: the audit fits.
A machine manufacturer doesn’t buy marketing; he buys credibility.
A SaaS CFO doesn't buy marketing. They buy a CAC payback the board believes.
A shipper pays for one thing: the trailer that stands at the dock at 6 a.m.
A CIO does not buy sprints. They buy a go-live that holds its date.
Your German customer buys delivery certainty, and tests it before the first quote.
On the shop floor, precision counts: every line in the drawing serves a purpose; nothing is merely decorative. The same applies to how this buyer views a supplier — technical justification trumps a compelling narrative.
In the board meeting one question counts: does the number hold? A founder who sees 400 MQLs in HubSpot and has to show twelve closed deals to the board judges every supplier that way. If you can't trace pipeline into the CRM, you're out.
At the annual tender the shipper's buyer lays your rate sheet next to your on-time record and your diesel clause. If you can explain the price build-up per lane, you keep the business. If you only offer a discount, you drive for less next year.
In the pitch, the product owner asks how you handle a change request on a fixed-price deal. The agency that puts a sharp statement of work and a priced change procedure on the table beats the finest showreel.
The buyer at a German automotive supplier first asks for a reference machine running in a comparable plant, and whether your spare parts will still ship in ten years. Only then does he open your price sheet.
Anyone who wants to gain trust in this sector should demonstrate that they understand the process before trying to sell it.
Trust goes to whoever asks about your churn by cohort first, before proposing a single extra euro of acquisition.
Here you win trust by putting the Maut surcharge and your on-time rate per lane on the table before the customer asks.
In this market, trust goes to the partner who maps the client's legacy ERP integrations first and only then sends a quote.
Whoever wants your trust starts with your post-calculation: where did the engineering hours overrun, and on which order?
The same table, a different discussion for each sector.
The same table, with your board deck as the agenda.
The same table. Here we talk about empty kilometres.
At your table, the talk turns to margin per project.
At your table, the talk turns to work in progress.
What a SaaS scale-up discusses around the table is not the same as what a logistics service provider discusses. Same structure, different priorities — which is why an audit is only useful if it is tailored to the sector you operate in.
At your table the talk is of three AEs ramping to quota while pipeline stalls, or whether DACH already deserves its own sales team. A logistics firm discusses how full its trucks run. That is why this audit fits your numbers rather than a sector average.
A SaaS scale-up talks about churn. A family haulier talks about customers who pay after 60 days while diesel goes out every week, and about two trucks parked because there is no driver. That is where this audit starts.
A SaaS scale-up talks about churn and ARR. Your questions differ: one client carries 40% of your revenue, your hourly rate has not moved in two years, and your retainers do not yet cover fixed costs. An audit only helps if it starts there.
A software firm discusses monthly subscriptions. You discuss the instalment that only arrives after site acceptance, and the work in progress that eats your credit line until that day. That is why this audit starts with your milestone payments.
Four sectors, four audits: not a one-size-fits-all approach with a label attached, but a discussion tailored to how your market actually makes decisions.
Not sure which world is right for you yet? Have a chat about it.
Unsure whether your pricing caps expansion revenue? Let's talk.
Do your 3PL arm and your haulage belong together? Talk it through.
Agency, software house or managed services? Talk it through.
Could your service business carry more margin? Talk it through.
In 30 minutes, you’ll know which audit is right for your sector.
In 30 minutes you'll know which lever cuts your burn multiple first.
In 30 minutes you know which customer squeezes your margin hardest.
In 30 minutes you see where your job costing lets margin slip.
In 30 minutes you'll know which audit fits your order book.
30 mins · senior consultant · no slide deck