LTV & unit economics
Know your real numbers, by cohort and by channel, so every growth decision is grounded in math, not hope.
- $200M to $350M
- group revenue grown, M&A and fund led
- 3 ways
- Consult, Embed, Run
- $0 to $350M
- revenue our operators built
How we think about ltv & unit economics.
If you cannot say what a cohort is worth and when it pays back, you are guessing at every marketing decision. We build the cohort view that finance, marketing, and the board can all read from the same sheet.
It is the same cohort framework we used to grow myYearbook to $100M+ in revenue and Social Discovery Group's portfolio from $200M to $350M. It is not exotic. It is operator hygiene.
Any of these sound familiar?
Your LTV is a single blended number that hides bad cohorts.
Nobody has actually calculated payback by channel.
Your burn only works if everything goes right.
You are not sure your numbers would survive diligence.
Where this hurts.
Plenty of dating businesses are growing toward a cliff: a blended LTV that hides the cohorts losing money, a payback period nobody has actually calculated, and a plan that only works if every assumption holds. When you raise or sell, these are the first numbers a sharp counterparty checks, and surprises here kill deals.
The work, spelled out.
- 01
Cohort-level truth
CAC, LTV, and payback by channel and by month, not a blended average that hides the problems.
- 02
Pressure-test the assumptions
Churn curves, ARPU, refunds, and chargeback drag, stressed the way a buyer would stress them.
- 03
Find value and value destruction
The cohorts and channels that create margin, and the ones quietly burning it.
- 04
Build the model that holds up
The view a sharp investor or acquirer would want, ready before they ask.
- 05
Turn it into decisions
Where to spend, where to stop, and what to fix before you go to market.
The result a partner sees.
- 01
A clear, defensible view of where you actually make money.
- 02
Growth and spend decisions grounded in payback, not vibes.
- 03
Numbers that hold up in a raise or a sale.
Tangible artifacts, not slides.
A cohort CAC, LTV, and payback model.
A stress-tested set of assumptions.
A profit-and-loss view by channel and cohort.
A short memo on what to fix before raising or selling.
Three ways to bring us in.
We build the model and walk your team through it.
We sit in as interim commercial lead and run the numbers.
We maintain the model as part of a broader engagement.
Most agencies. Then us.
- Builds a generic SaaS model.
- Hands you a spreadsheet.
- Has never sat on the buy side.
- Models dating economics: churn, refunds, chargebacks, à la carte.
- Hands you decisions, and the memo a buyer will want.
- Has read these models as an acquirer and a fund.
It is the same cohort framework we used to grow myYearbook to $100M+ in revenue and Social Discovery Group's portfolio from $200M to $350M.
We have built these models as operators and read them as an acquirer and a fund. We know which numbers matter because we have paid for them.
Honest answers, before you ask.
Want this run, not just recommended?
Tell us where ltv & unit economics is hurting. We will tell you what we would do. Then we will do it, or run it for a single management fee.