Margin by customer and service line
Contribution per customer, product and service line, after the real cost to serve them, shows what actually earns money. Often the fix is repricing, or politely letting a few go.
Fractional CFO · $5M–$100M companies
Cost savings & profitability
Revenue is growing. Is profit keeping up?
Growth often carries hidden cost: discounts to win deals, more support, unprofitable accounts and overhead that scales ahead of revenue. We find where your margin leaks, by customer, product and service line, and fix it without cutting what drives growth.
Led by Di Mike Wang, CFA®, FMVA®, MBA (USC Marshall), trained at Morgan Stanley and Wells Fargo, with 15 years in finance.
$5M–$100Mrevenue-stage focus
CFA® · FMVA® · MBAsenior judgment on every engagement
Flat monthly feescoped to your needs
dmwcfoteam.com is an official domain of DMW Advisory, used for email. The firm’s website is dmwadvisory.com.
Official DMW Advisory domainWhere margin leaks
Three places profit quietly disappears
Pricing left on the table
Pricing is the highest-leverage profit lever. We model what a 5–10% increase does to profit, and where you have room, before a single price changes.
Cost and software sprawl
Recurring spend mapped to what it contributes. Not slashing blindly: cutting only what doesn’t earn its keep and protecting what drives revenue.
Signs your margin is leaking
- Revenue is up, but profit isn’t growing with it.
- You can’t say which customers, products or service lines are profitable.
- Discounts have become the way deals close.
- Subscriptions and vendor contracts pile up and nobody owns the list.
How it starts
- Free callA conversation about where the business is today and what it needs next.
- Diagnostic and roadmapWe review your books, systems and processes, then deliver a tailored roadmap within the first 30 days.
- Ongoing supportA flat monthly fee scoped to your needs. Most engagements begin within one to two weeks of the first call.
Questions
Isn’t cost cutting going to hurt the business?
Indiscriminate cutting does. Optimizing doesn’t. We map every cost to what it contributes, then cut only what doesn’t earn its keep, such as software sprawl, redundant tools and overpriced contracts.
How do we find out which customers are profitable?
By measuring contribution per customer: revenue minus the real cost to serve them, including support, discounts and delivery. We build that view so you can act on it.
Why isn’t profit growing as fast as revenue?
Usually hidden growth costs: discounts, more support, unprofitable accounts and scaling overhead. Margin analysis shows where the new dollars leak before they reach profit.
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Services, pricing, case studies and booking are on the firm’s website.