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A growing service business had solid top-line growth but margins that kept slipping. The obvious advice — “just raise prices” — felt risky without knowing which offerings actually made money.
Unit-economics analysis showed the margin problem was packaging and cost drift. Certain bundled services were subsidizing unprofitable ones, and several cost lines had crept above benchmark without anyone noticing.
We repackaged the offering lineup around the profitable core, implemented cost controls with monthly budget-vs-actual reviews, and built efficiency KPIs into the owner’s monthly dashboard.
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