Clients, services, segments and markets lined up by their real contribution to margin.
Financial diagnostics · Be Visible × Axiarch Pro
Business Profitability Diagnosis
More leads do not always mean more profit. We look at the entire chain — from the click to money in the bank — and show which clients, services and channels bring margin and which drain your time and cash. You walk away knowing what to scale, where to change pricing, which leads to turn away and what acquisition budget is economically viable.
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Profitability by client and service
Who and what truly brings margin, and who consumes just as much time for less money.
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The ceiling on lead cost
The most you can pay per lead and per client for acquisition to pay off within an acceptable timeframe.
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Cash and team capacity
When a deal turns into money in the bank, and where growth hits a ceiling of people rather than demand.
- Diagnosis
- 2–3 weeks
- Plan horizon
- 90 days
- First step — a free conversation
- 60 minutes
For owners of service businesses
How an owner of a service business can see which clients, services and channels truly generate profit — and redirect marketing exactly there, even when decisions today are made by revenue and lead volume
Without pausing your ads, without cutting your team and without promises of «profit in 30 days».
For businesses with annual revenue from roughly €0.5M that have a CRM and accounting data — or the willingness to put them in order.
First step: a 60-minute conversation, free of charge.
Book a conversationSymptoms
Recognize yourself in at least three of these?
Checked: 0 of 6
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Turnover is higher than last year, but there is no more money at month's end. Where the difference settles is unclear.
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Acquisition costs little, but then come consultations, revisions and manual work that appear in no report.
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Pricing was set long ago and by feel. The scope of work for the same fee has quietly grown.
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There are more leads, and each new one demands hiring or overtime before it brings in money.
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The sale is already counted as income, but the invoice went out late or payment arrives with a delay.
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There are reports on leads and revenue, but no answer on which channels actually leave a profit after all costs.
Diagnosis
Three traps the marketing of a seemingly profitable business falls into
The average-number trap
A channel looks profitable because it is measured in aggregate. Inside it there is one segment that holds all the margin and another that eats it. As long as both sit in a single number, the budget grows for both.
The hidden-cost trap
The marketing calculation captures ad spend and the agency fee. It leaves out team hours, revisions, approvals and support. A client who looks profitable on paper can be loss-making once you count the hours.
The timing trap
A deal is booked as income, but the money arrives a month or three later. Scaling sales like these creates not growth but a cash-flow gap.
What profitability diagnosis is
Two competencies in one model
Marketing usually reports leads and revenue, while the money lives in separate spreadsheets: cost of delivery, payment terms, team hours. Be Visible owns demand, pages, measurement and conversion. Axiarch Pro owns the economics: profitability by client and service, cost of delivery, cash flow and team capacity. Together that is one model instead of two separate reports.
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Numbers first, channels second
No budget recommendation without a calculation of what it delivers in money.
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One data chain
Web analytics, CRM, invoices, cost of delivery and labour come together into one chain: click → session → lead → deal → invoice → payment → margin.
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Decisions, not another dashboard
What to scale, where to change pricing, which leads to turn away and what budget is economically viable.
Be Visible grows and converts demand. Axiarch determines which demand is economically worth scaling.
Program
Five blocks of the diagnosis
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Data map
What you already have: analytics, CRM, invoices, time tracking. Where the data breaks and what needs connecting to see the path from click to cash.
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Profitability by client, service and channel
Unit economics in your terms: how much is left after direct costs and team time. This shows which lines of business hold the margin.
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The acquisition-cost ceiling
Break-even CAC, CPL and CPC — the maximum cost per lead and per client at which acquisition pays off within an acceptable timeframe.
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Qualification and pricing rules
Criteria for a «good lead», package boundaries, surcharges for extra scope, the logic of raising prices.
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A 90-day plan
A sequence of changes in marketing, pricing and processes: what happens in the first 30 days, what comes next, with owners and metrics.
Outcome
What you walk away with
Maximum allowable cost per lead and per client, factoring in margin and payback period.
Pages, offers, forms and experiments — ordered by expected financial impact, not technical convenience.
Who we take on, who we filter out, what we charge extra for.
One chain: source → lead → deal → invoice → payment → margin.
Who does what, in what order, against which metrics, with control over cash and capacity.
How we handle your data: an NDA and a data-processing agreement come before any access. Financial data is never passed to advertising systems. Only agreed conversion events, or their monetary value, go back there.
Case studies
Where we start: cases that show the path from search to lead
EdTech · USA
156 → 520SEO leads per month
Test Pro
The published metric closest to money.
Parking · USA
36,1K → 84Korganic traffic per month
ParkON
SEO leads ×1.7 — demand and leads grew together.
B2B SaaS · Ukraine
+52%clicks from search in 6 months
NovaTalks
We tracked user behaviour all the way to the target action.
These cases prove one thing: demand and leads can be grown. Profitability diagnosis asks the next question — how much of that growth remained as money after cost of delivery, team time and payment terms. That is exactly what we answer.
Analysis carried out by the Axiarch Pro team
A financial review of an EU service company
An EU service company, annual revenue up to €500k, up to 1,000 clients, up to 20 employees.
What the review revealed
- Low-revenue clients required almost the same volume of communication and administration as the large ones.
- The load on the team grew faster than the economic return of part of the portfolio.
- Recurring services gave better predictability of capacity and cash inflows than one-off ones.
- Automation only made sense to introduce after transparency, standardized processes and baseline metrics were in place.
This is the half of the work that is usually missing from a marketing report. In our joint offering it sits right next to the work on demand: first we calculate what is worth scaling, then we scale it.
What the review looks like
What a profitability review looks like
A hypothetical example of a service company with annual revenue of about €480k. The numbers are illustrative, not a client's data — they show the logic itself.
| Service | Annual revenue | Direct costs | Team hours | Margin | Margin per hour |
|---|---|---|---|---|---|
| A · recurring support | €180 000 | €70 000 | 1 500 | €110 000 | €73 |
| B · project implementations | €240 000 | €150 000 | 3 000 | €90 000 | €30 |
| C · one-off consultations | €60 000 | €15 000 | 400 | €45 000 | €113 |
| Total | €480 000 | €235 000 | 4 900 | €245 000 | — |
What the table shows
- Service B brings half the revenue but only 37% of the margin and takes 61% of team hours.
- Service C has the highest margin per hour, yet it is barely sold and has neither a page nor any advertising behind it.
- If the acquisition budget is allocated by revenue, most of it works for the least profitable service.
What decisions follow
- Shift budget and pages toward services A and C.
- For B — raise the price or narrow the scope in the package.
- Calculate the lead-cost ceiling separately for each service, not for the site as a whole.
A hypothetical example. In the diagnosis the real numbers come from your analytics, CRM and accounting.
Formats and pricing
Choose depth, not a package
The paid diagnosis is the mandatory point of entry. We begin the sprint and ongoing support only where the diagnosis has confirmed there is something to change.
Step zero
Conversation · 60 minutes
0 $
Four questions, your situation and an honest answer on whether it makes sense to go on. If not, we will say so.
Profitability diagnosis · 2–3 weeks
A data map, profitability by client and service, acquisition-cost ceilings, gaps in cash and capacity, a 90-day plan.
Change sprint · 8–12 weeks
Offer and qualification rules, pages for the profitable services, budget reallocation, price communication, 2–4 priority experiments.
Level 03
Ongoing support · from 3 months
A monthly review of margin, acquisition payback, capacity and experiments; a quarterly review of markets and offers.
Process
How we work
From you — access and context. The core work with the data happens on our side.
Before the diagnosis
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Conversation
60 minutes: your situation, goals, four questions about data. We decide whether it makes sense to run the numbers.
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Data and access
Analytics, CRM, a profit-and-loss report, time tracking — in whatever state they are in now. We sign the NDA before any access.
The work
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Diagnosis
We bring marketing and finance into one chain and calculate profitability, acquisition ceilings, cash and resource gaps.
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Synthesis and priorities
We turn the findings into decisions: what to scale, where to change pricing, which leads to turn away.
After
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Handover and checkpoint
A walkthrough of the results with the owner and team, a 90-day plan, a meeting after 30 days: what moved, what we adjust.
Honestly
Who this is for and who it is not
We work together if
There is a steady flow of deals and a meaningful acquisition budget.
There is a CRM and accounting data — or the willingness to put them in order.
The owner cannot see margin by client, service or channel, or cash is not keeping up with revenue.
There is someone who can make decisions on pricing, budget and processes.
We do not work together if
The business has no sales yet, or there are too few deals to calculate anything.
You only want search rankings or cheaper leads, with no access to the economics.
There is no CRM, no accounting data and no willingness to track time and costs.
You expect guaranteed profit or an instant result.
Four questions for the first conversation
- Is profit growing together with revenue?
- Is the margin by service and client known?
- Do you know the most you can pay per client?
- Can a lead be linked to a paid invoice?
Team
Who runs the diagnosis
Be Visible
Iryna Lehusha
Founder of Be Visible
Leads the project and owns demand and measurement: search, pages, analytics, the site-to-CRM connection and conversion. You deal with one person — the same one who is accountable for the result.
- 8 years in SEO and digital
- 50+ projects
Axiarch Pro
Ivan Melnykov
ex-CFO at an international IT services company
20+ years of experience in corporate finance. Entrepreneur, 10+ projects. Founder of Axiarch Pro and Aigenrix.
One source of data, one task list and one presentation for the owner — with no duplicated reports.
On scaling
«Marketing can scale not only strong economics, but also the wrong price, clients who are expensive to serve and delays in payment.
That is why we first calculate what is actually worth scaling.»
FAQ
Frequently asked questions
It's a review of which clients, services and channels actually keep money once every cost is accounted for. We connect your marketing, sales and accounting data into a single chain — from click to payment — and show where margin is created and where it leaks away.
Unit economics is one part of the work: what a single client or deal brings in. On top of that we look at the cost to serve, payment terms and how loaded the team is, then translate all of it into decisions on pricing, lead qualification and acquisition budget.
No. We don't keep your books and we don't replace your accountant. We use your data to make a handful of specific decisions in marketing, pricing and processes. If something is missing, the plan spells out exactly what's worth starting to track.
Website and ad analytics, a CRM or at least a spreadsheet of deals, a profit-and-loss report, and a sense of how much team time goes into serving clients. Perfect order isn't required — we sort out data quality in the first stage.
We sign an NDA and a data-processing agreement before any access is granted. The specialists we bring in for the task work under the same agreement. Financial data is never passed to ad platforms — only agreed conversion events or their monetary value go back there.
The first conversation is free. The diagnosis itself takes 2–3 weeks; the cost of the sprint and any ongoing support depends on scope. We give you an exact figure after the call, because scope depends on the number of directions, markets and the state of your data.
Be Visible leads the project: you deal with one person who owns the result. For specific tasks we bring in dedicated specialists — a financial analyst and a data analyst. The contract, the access and the accountability all stay on our side.
No. What we guarantee is the calculation, the priorities and a plan that shows the expected effect of each change. Results arrive after implementation, and 30 days in we come back to see what actually moved.
Next step
60 minutes of conversation to see whether there is something to calculate here
Free and with no obligations. If there is not enough data yet, or the problem is not in the economics, we will tell you so right on the call.