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Test a decision · Simulated data

Which active accounts show converging warning signs?

DEC-FIN-005 · REVENUE AT RISK

Simulated demonstration data

Active accounts can still need retention attention

Decision: Which active accounts show converging warning signs?

Financial impact

$840,000

Annualized

Evidence

Additional Verification Needed

9 source records

Recommendation

Prioritize proactive account reviews.

Assumptions, risks & what would change the recommendation

Assumptions

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

Key risks

Extra support cost
Intervention may not prevent churn

Would change it

Some complaints may be resolved already
Active status is not a churn prediction

Back to this finding

Evidence-linked decision

Active accounts can still need retention attention

Revenue at risk · fictional records and app calculations · separate from company-wide strategy totals

Inspect source records

Original Finding · DEC-FIN-005 · $840,000

BL-DEMO-2026-10-V1 · analysis 2026-10-28T18:10:00Z

Baseline Scenario

Created 2026-10-29T07:21:36.241Z. Changes below affect only this scenario, never the original finding.

Expected benefit realization70%Implementation delay (months)3Implementation expense$20,000

Decision alternative

Gross annual

First-year net

Ongoing annualized

Implementation

Penalties

Break-even

A · Do nothing

Largest revenue exposure

See finding

$0

$0

$0

Not modeled

Scenario dependent

B · Recommended: account recovery program

Depends on account-manager follow-through

See finding

−$34,880

$20,160

$50,000

Not modeled

Scenario dependent

C · Alternative: dedicated customer success

Higher fixed cost

See finding

−$140,013

−$21,350

$124,000

Not modeled

Scenario dependent

Alternatives use explicit realization and delay assumptions. Pilot realizes half the proposed benefit, two months later, with 60% of implementation expense. Not a forecast or live recommendation.

Optional live review uses Ask Decidian and may take 1–2 minutes. Source records and current assumptions are sent only when requested.

Test a different finding

Three departments are paying for overlapping software Vendor charges may not match contract terms Technology spending is growing faster than usage Additional client work is reducing profitability Strong campaign metrics can hide low-profit customers Revenue growth is not translating into cash at the same rate Revenue growth is masking declining profitability Renewal timing can lock in unnecessary cost Sales growth forecasts conflict with delivery capacity Active accounts can still need retention attention High-intent leads have slower follow-up Underperforming client contracts Software & vendor waste Sales-to-operations misalignment Delayed collections Contract pricing optimization Improved sales conversion Client retention improvements Resource utilization improvements

Company-wide strategy test

Separate company model · These assumptions and results do not change the selected finding.

Company-wide financial assumptions

Revenue growth18.4%

Added acquisition spending+20%

Customer acquisition cost$14,375

Customer churn14.0%

Contract pricing increase10%

Employee utilization74%

Salary & labor cost change+0%

Service delivery efficiency+0%

Implementation costs$250,000

Retention sensitivity to price0.50× (loss per point of increase)

Company-wide scenario

Company-wide strategy comparison

Measure	Strategy A — Aggressive Growth	Strategy B — Profitability FirstMODEL LEADER	Strategy C — Balanced Strategy
Incremental revenue (first year)	$762K	$90K	$381K
Incremental revenue (run-rate)	$1.52M	$180K	$762K
Incremental operating profit (first year)	−$130K	$280K	$60K
Incremental operating profit (run-rate)	$249K	$979K	$458K
Cash impact (first year)	−$224K	$620K	$13K
Downside exposure (severe vs. base)	$7,292	−$42K	−$51K
Implementation cost	$140K	$250K	$145K
Break-even timing	Month 10	Month 6	Month 7
Primary risks	— Needs about 4 new hires to deliver the added work — Existing leakage patterns are replicated in new accounts	— Slower near-term revenue growth; customer resistance to contract changes	— Execution complexity: two programs run at once

App calculation Model leader = highest average of base and severe-case first-year operating profit impact. Scenarios are illustrative; no probabilities are assigned. Cash, revenue and profit are separate measures.

Company-wide profit bridge

Current operating profit$1,817,600
Scenario effect on existing business$0
Leakage reduction$200,160
Growth & pricing contribution$144,753
Implementation & operating costs−$284,960
Projected operating profit$1,877,553

Operating profit only — gross revenue opportunities are not counted as profit. First-year applies ramp-up timing and includes one-time implementation costs.

Company-wide Decidian interpretation

Challenge the company strategy

Run the stress test first, then challenge the recommendation.