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DEC-FIN-004 · REVENUE LEAKAGE

Simulated demonstration data

Additional client work is reducing profitability

Decision: Is additional delivery work reflected in pricing and invoices?

Financial impact

$420,000

Annualized delivery-cost exposure · not guaranteed savings

Evidence

Strong Supporting Evidence

33 source records

Recommendation

Review pricing, scope and delivery processes, prioritizing recurring margin gaps.

Assumptions, risks & what would change the recommendation

Assumptions

  • Fictional records are internally consistent; validate real contracts and usage before acting

Key risks

  • Customer dissatisfaction
  • Contractual limitations
  • Retention risk
  • Administrative effort

Would change it

  • Some additional hours may be internal inefficiency rather than customer scope
  • Customers may reject change orders
Stress-test this decision Full evidence

A · The Discovery · Original Finding

$420,000

Revenue leakage · Annualized

SIMULATED DEMONSTRATIONStrong Supporting Evidence
Finding ID
DEC-FIN-004
Dataset version
BL-DEMO-2026-10-V1
Analysis timestamp · UTC
2026-10-28T18:10:00Z
Calculation version
BL-FIN-V1

Contracts · Time tracking · Invoicing

The Business Question

Is additional delivery work reflected in pricing and invoices?

B · What the ERP Shows

Contracts

Customers active

Project management

Work delivered

Invoicing

Retainers billed

Time tracking / Payroll

Additional hours worked

C · What Decidian Connects

Contracted scopeActual workExtra hoursLabor costRetainer invoicesMargin

33 fictional source records · stable identifiers

View detailed evidence
Record IDSource systemOriginal values
CT-CL-0016Contracts
client Id:
CL-0016
name:
Cobalt Home Services
budget Hours:
2,635
change Order Clause:
true
annual Revenue:
361,200
TIME-CL-0016Time tracking
client Id:
CL-0016
actual Hours:
3,455
extra Hours:
820
cost Rate:
80
extra Expense:
65,600
BILL-CL-0016Invoicing
client Id:
CL-0016
annual Billed Retainer:
361,200
extra Scope Billed:
0
CT-CL-0003Contracts
client Id:
CL-0003
name:
Cobalt Dental Group
budget Hours:
337
change Order Clause:
true
annual Revenue:
44,400
TIME-CL-0003Time tracking
client Id:
CL-0003
actual Hours:
1,107
extra Hours:
770
cost Rate:
80
extra Expense:
61,600
BILL-CL-0003Invoicing
client Id:
CL-0003
annual Billed Retainer:
44,400
extra Scope Billed:
0
CT-CL-0124Contracts
client Id:
CL-0124
name:
Granite Learning
budget Hours:
302
change Order Clause:
true
annual Revenue:
40,800
TIME-CL-0124Time tracking
client Id:
CL-0124
actual Hours:
862
extra Hours:
560
cost Rate:
80
extra Expense:
44,800
BILL-CL-0124Invoicing
client Id:
CL-0124
annual Billed Retainer:
40,800
extra Scope Billed:
0
CT-CL-0055Contracts
client Id:
CL-0055
name:
Cobalt Health
budget Hours:
1,108
change Order Clause:
true
annual Revenue:
157,200
TIME-CL-0055Time tracking
client Id:
CL-0055
actual Hours:
1,638
extra Hours:
530
cost Rate:
80
extra Expense:
42,400
BILL-CL-0055Invoicing
client Id:
CL-0055
annual Billed Retainer:
157,200
extra Scope Billed:
0
CT-CL-0037Contracts
client Id:
CL-0037
name:
Kestrel Legal Partners
budget Hours:
990
change Order Clause:
true
annual Revenue:
138,000
TIME-CL-0037Time tracking
client Id:
CL-0037
actual Hours:
1,500
extra Hours:
510
cost Rate:
80
extra Expense:
40,800
BILL-CL-0037Invoicing
client Id:
CL-0037
annual Billed Retainer:
138,000
extra Scope Billed:
0
CT-CL-0086Contracts
client Id:
CL-0086
name:
Harbor Software
budget Hours:
920
change Order Clause:
true
annual Revenue:
118,800
TIME-CL-0086Time tracking
client Id:
CL-0086
actual Hours:
1,380
extra Hours:
460
cost Rate:
80
extra Expense:
36,800
BILL-CL-0086Invoicing
client Id:
CL-0086
annual Billed Retainer:
118,800
extra Scope Billed:
0
CT-CL-0097Contracts
client Id:
CL-0097
name:
Fernhill Financial
budget Hours:
564
change Order Clause:
false
annual Revenue:
76,800
TIME-CL-0097Time tracking
client Id:
CL-0097
actual Hours:
1,024
extra Hours:
460
cost Rate:
80
extra Expense:
36,800
BILL-CL-0097Invoicing
client Id:
CL-0097
annual Billed Retainer:
76,800
extra Scope Billed:
0
CT-CL-0079Contracts
client Id:
CL-0079
name:
Alder Software
budget Hours:
1,660
change Order Clause:
false
annual Revenue:
241,200
TIME-CL-0079Time tracking
client Id:
CL-0079
actual Hours:
2,090
extra Hours:
430
cost Rate:
80
extra Expense:
34,400
BILL-CL-0079Invoicing
client Id:
CL-0079
annual Billed Retainer:
241,200
extra Scope Billed:
0
CT-CL-0093Contracts
client Id:
CL-0093
name:
Bramble Financial
budget Hours:
1,229
change Order Clause:
false
annual Revenue:
169,200
TIME-CL-0093Time tracking
client Id:
CL-0093
actual Hours:
1,499
extra Hours:
270
cost Rate:
80
extra Expense:
21,600
BILL-CL-0093Invoicing
client Id:
CL-0093
annual Billed Retainer:
169,200
extra Scope Billed:
0
CT-CL-0035Contracts
client Id:
CL-0035
name:
Ironleaf Legal Partners
budget Hours:
527
change Order Clause:
false
annual Revenue:
74,400
TIME-CL-0035Time tracking
client Id:
CL-0035
actual Hours:
747
extra Hours:
220
cost Rate:
80
extra Expense:
17,600
BILL-CL-0035Invoicing
client Id:
CL-0035
annual Billed Retainer:
74,400
extra Scope Billed:
0
CT-CL-0044Contracts
client Id:
CL-0044
name:
Ember Outfitters
budget Hours:
1,749
change Order Clause:
true
annual Revenue:
228,000
TIME-CL-0044Time tracking
client Id:
CL-0044
actual Hours:
1,969
extra Hours:
220
cost Rate:
80
extra Expense:
17,600
BILL-CL-0044Invoicing
client Id:
CL-0044
annual Billed Retainer:
228,000
extra Scope Billed:
0

D · What Decidian Discovers

Eleven accounts require delivery work beyond contracted hours without consistent pricing or invoicing adjustments.

Strong Supporting Evidence

E · Financial Calculation

$420,000

Revenue leakage · Annualized

5250 extra hours × $80 = $420000 delivery-cost exposure. List-rate unbilled services: hours × $150 = $787500. Eligible change-order hours × bill rate × 50% acceptance = $290250 potential recoverable benefit, not all labor expense.

Baseline decision: Implement targeted improvement

Implementation: $20,000

Modeled first-year net benefit: $132,381

Ongoing annualized benefit: $203,175

Original financial impact is not itself a guaranteed net benefit. Timing, realization and implementation are modeled separately.

Assumptions

  • Fictional records are internally consistent; validate real contracts and usage before acting

F · Recommendation

Review pricing, scope and delivery processes, prioritizing recurring margin gaps.

G · Risks and Trade-Offs

  • Customer dissatisfaction
  • Contractual limitations
  • Retention risk
  • Administrative effort

What Could Change This Conclusion?

  • Some additional hours may be internal inefficiency rather than customer scope
  • Customers may reject change orders

H · Next Decision

TEST THIS DECISION

Optional review sends these fictional records to the existing Decidian connection; it may take 1–2 minutes.

All findings
Three departments are paying for overlapping softwareVendor charges may not match contract termsTechnology spending is growing faster than usageAdditional client work is reducing profitabilityStrong campaign metrics can hide low-profit customersRevenue growth is not translating into cash at the same rateRevenue growth is masking declining profitabilityRenewal timing can lock in unnecessary costSales growth forecasts conflict with delivery capacityActive accounts can still need retention attentionHigh-intent leads have slower follow-upUnderperforming client contractsSoftware & vendor wasteSales-to-operations misalignmentDelayed collectionsContract pricing optimizationImproved sales conversionClient retention improvementsResource utilization improvements

Money you could save

$286K

Gross avoidable annual expenses before timing and costs

Money you may be losing

$420K

Unbilled delivery-cost exposure, within $780K total leakage

Money you could make

$1.24M

Gross existing financial opportunities before overlap and realization

Money at risk

$840K

Annual contract revenue exposed, not a forecast of loss

Different financial categories; may overlap and are never added together. All figures are simulated.

What doesn't add up?

Sales forecast

Healthy growth pipeline

Delivery capacity

Limited sustainable staff capacity

Growth may require labor costs missing from the original forecast.

Department budgets

Software spend within limits

Vendor utilization

Capabilities overlap across teams

Budget compliance may mask company-wide savings.

CRM

Customer remains active

Customer experience

Delays, complaints and falling engagement

An active account can still need retention attention.

Neither source must be wrong. The tension becomes visible when their information is considered together.

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