Reference
Signals catalogue
24 deterministic signals, grouped by decision surface. Every scan runs every signal; the engine ranks them by priority × £ impact and picks the top three-to-five for Actions This Week. Every other signal is one click away.
Cash
Working capital, receivables, payables, and the free-float you may be giving away to suppliers.
- Cash conversion cycle The gap between paying suppliers and getting paid by clients. Positive = you are your clients' bank.
- Smart collections triage Ranks overdue clients by size × habitual lateness × client value — who to chase first when chasing effort is limited.
- Free-float giveaway Supplier bills settled well before their due date without an early-pay discount to justify it — money leaving faster than it needs to.
- Early-payment discount economics Estimates the annualised return of negotiating a 2/10 net-30 style early-pay discount with suppliers you already pay early — often ~37% APR on your working capital.
Revenue-quality
How resilient and predictable next quarter's revenue is — retention shape, concentration, recurring vs one-off.
- Revenue at risk Trailing-12m revenue tied to clients who have gone quiet, are paying late, or are slowing down — one number summarising near-term exposure.
- Recurring vs one-off Share of revenue coming from clients billing on a regular cadence vs one-off projects — the strongest predictor of next quarter's cash.
- Land vs expand Attributes recent-period growth to new-client wins vs existing clients billing more — tells you where the next unit of sales effort pays off.
- Concentration risk What share of trailing-12m revenue sits with your top client and top three — a bus-factor read on single-point-of-failure exposure.
Portfolio
The shape of the client book — churn, dormant, cohort retention, keep/renegotiate/fire.
- Silent churn A regular client who has gone quiet — gap since their last invoice exceeds max(90 days, 2× their usual gap).
- Keep / renegotiate / grow / fire 2×2 quadrant of clients by value (revenue net of credit notes) against a cost-to-serve proxy — advisory only, never a verdict.
- Reactivation shortlist Former clients — long-dormant (12+ months), previously high-value, clean-paying — worth a warm re-approach.
- Cohort retention Groups clients by acquisition month and tracks what share of each cohort is still billing over time — surfaces where retention weakens.
Pricing
Quote acceptance, rate dispersion, price-inelastic clients, discount economics.
- Price ceiling The value band where your quote win-rate falls off — data-driven read of how high you can quote before acceptance drops.
- Price-inelastic clients Long-tenure, clean-paying, no-credit-note clients — the shortlist most likely to absorb a rate rise without pushback.
- Unproductive discounts Clients who received credit notes but whose subsequent spend did not grow — discounts that did not buy loyalty.
- Rate dispersion The same service line delivered at very different unit rates across clients — where a consistent price policy could raise the floor.
Service-mix
Service-line balance, attach-rate gaps, seasonality, invest/harvest/fix/kill.
- Invest / harvest / fix / kill BCG-style matrix over your service lines — growth rate × revenue share plots each service onto invest, harvest, fix or kill quadrants.
- Attach-rate gaps Clients who buy your headline service but not a companion service that others attach to — targeted upsell candidates.
- Seasonality smoothing Calendar months that consistently run below the annual mean — the trough months worth targeting with proactive outreach.
Cost
Zombie subscriptions, supplier concentration, overhead drift.
- Zombie subscriptions Recurring supplier subscriptions that are rising, duplicated, or long-unchanged — quiet savings sit here.
- Cost-to-income drift Overheads growing faster than revenue between the two most recent periods — early margin drift worth catching before it shows up in the bank balance.
- Supplier concentration Top-supplier share of total supplier spend — mirror of concentration risk on the cost side of the book.
Owner
How the business is sustaining the person running it — drawings vs profit, break-even days.