Portfolio Command Center
Key Findings
What the data is telling you
The most important patterns from your portfolio — distilled into actionable takeaways.
Trajectory
Revenue, profit, and margin through the full time horizon
Quick Analysis
What this trajectory means for you
Dependence
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Customer Concentration
This chart shows what percentage of your total revenue comes from your top 1, 3, and 5 customers. High concentration means your business depends heavily on a few accounts — which creates risk if any of them reduce orders. Most PE firms flag concentration above 30% for the top customer as a significant risk factor. McKinsey considers a diversified B2B portfolio to have no single customer above 15%.
This chart shows what percentage of your total revenue comes from your top 1, 3, and 5 customers. High concentration means your business depends heavily on a few accounts — which creates risk if any of them reduce orders. Most PE firms flag concentration above 30% for the top customer as a significant risk factor. McKinsey considers a diversified B2B portfolio to have no single customer above 15%.
Top-customer concentration over time
Customer Engine
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Active vs New vs Lost Customers
This shows how your customer base evolves each year. "Active" means they placed at least one order. "New" means it's their first year ordering from you. "Lost" means they ordered previously but not this year. A healthy business has more new customers joining than lost ones leaving — that's called positive "net logo growth." PE firms use this to assess whether growth is organic (new customers) or dependent (same customers buying more).
This shows how your customer base evolves each year. "Active" means they placed at least one order. "New" means it's their first year ordering from you. "Lost" means they ordered previously but not this year. A healthy business has more new customers joining than lost ones leaving — that's called positive "net logo growth." PE firms use this to assess whether growth is organic (new customers) or dependent (same customers buying more).
Active, new, and lost customers by year
Seasonality
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Monthly Revenue Patterns
This shows the average revenue per month across all years, revealing your natural business rhythm. Understanding seasonality helps you plan production, negotiate with suppliers, and manage cash flow.
What to look for:
• Consistent peaks = reliable demand windows (time outreach and inventory accordingly)
• Deep troughs = cash flow planning periods (pre-negotiate supplier terms)
• Flattening seasonality over time = a maturing, more predictable business
PE firms analyze seasonality to forecast quarterly earnings and set realistic sales targets. McKinsey’s revenue planning frameworks always start with the seasonal baseline before layering in growth assumptions.
This shows the average revenue per month across all years, revealing your natural business rhythm. Understanding seasonality helps you plan production, negotiate with suppliers, and manage cash flow.
What to look for:
• Consistent peaks = reliable demand windows (time outreach and inventory accordingly)
• Deep troughs = cash flow planning periods (pre-negotiate supplier terms)
• Flattening seasonality over time = a maturing, more predictable business
PE firms analyze seasonality to forecast quarterly earnings and set realistic sales targets. McKinsey’s revenue planning frameworks always start with the seasonal baseline before layering in growth assumptions.
Monthly revenue loading across the portfolio
Revenue vs Margin
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Customer Revenue vs Margin Scatter Plot
Each bubble represents a customer. The X-axis shows revenue, the Y-axis shows margin percentage, and bubble size represents order count.
What to look for:
• Top-right = your best customers (high revenue AND high margin)
• Bottom-right = high revenue but low margin — you're working hard for thin returns
• Top-left = small but profitable — expansion opportunities
• Bottom-left = low priority or candidates for price increases
This is a simplified version of the BCG Growth-Share Matrix used by management consultants worldwide.
Each bubble represents a customer. The X-axis shows revenue, the Y-axis shows margin percentage, and bubble size represents order count.
What to look for:
• Top-right = your best customers (high revenue AND high margin)
• Bottom-right = high revenue but low margin — you're working hard for thin returns
• Top-left = small but profitable — expansion opportunities
• Bottom-left = low priority or candidates for price increases
This is a simplified version of the BCG Growth-Share Matrix used by management consultants worldwide.
Customer profitability map
Product Mix
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Revenue by Product Category
This shows how revenue breaks down across product types: Cards, Wristbands, Keyfobs, Labels, etc. If one category dominates, that’s another form of concentration risk — similar to customer concentration.
Why it matters: Different product categories carry different margins and competitive dynamics. A shift toward higher-margin specialty products (wood cards, metal cards) signals pricing power. A shift toward commodities (standard PVC) signals price competition.
BCG’s portfolio matrix applies here: invest in categories where you have both high share AND high margin, and question categories where you’re winning volume but losing money. Watch for “mix drift” — when the business unconsciously shifts toward lower-margin products to chase volume.
This shows how revenue breaks down across product types: Cards, Wristbands, Keyfobs, Labels, etc. If one category dominates, that’s another form of concentration risk — similar to customer concentration.
Why it matters: Different product categories carry different margins and competitive dynamics. A shift toward higher-margin specialty products (wood cards, metal cards) signals pricing power. A shift toward commodities (standard PVC) signals price competition.
BCG’s portfolio matrix applies here: invest in categories where you have both high share AND high margin, and question categories where you’re winning volume but losing money. Watch for “mix drift” — when the business unconsciously shifts toward lower-margin products to chase volume.
Revenue by product category (last 5 years)
Top Movers
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Year-Over-Year Customer Swings
This table ranks customers by the absolute dollar change in revenue between the two most recent complete years.
Status labels:
• Grew: Customer ordered in both years and revenue increased
• Declined: Customer ordered in both years and revenue decreased
• New: Customer did not order in the prior year
• Churned: Customer ordered in the prior year but not the current year
The magnitude bar shows the relative size of each swing — use it to quickly identify which accounts matter most.
This table ranks customers by the absolute dollar change in revenue between the two most recent complete years.
Status labels:
• Grew: Customer ordered in both years and revenue increased
• Declined: Customer ordered in both years and revenue decreased
• New: Customer did not order in the prior year
• Churned: Customer ordered in the prior year but not the current year
The magnitude bar shows the relative size of each swing — use it to quickly identify which accounts matter most.
Biggest year-over-year customer swings
Customer Leaderboard
Top customers by lifetime revenue
Your full customer portfolio ranked by total revenue contribution, with health scores and growth indicators.
| # | Customer | Revenue | Profit | Margin | Orders | AOV
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Average Order Value (AOV)
Total lifetime revenue divided by the number of orders. A higher AOV generally means the customer places larger, more complex orders — which often carry better margins and lower per-unit fulfillment costs. Why it matters: Rising AOV without losing order volume is one of the strongest signals of a healthy sales relationship. Falling AOV can signal commoditization, pricing pressure, or a customer splitting orders to test competitors. PE firms use AOV trends as an early warning indicator. A customer whose AOV drops 20%+ over two quarters is often in the early stages of switching suppliers — even if total revenue hasn’t declined yet. |
Years | Health
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Account Health Score (0–100)
A composite score combining five weighted factors that predict whether an account will grow, stay flat, or churn: • Revenue Growth (25%) — Is spending trending up or down? • Margin Quality (25%) — Is this customer profitable? • Order Frequency (20%) — Are they ordering regularly? • Retention History (15%) — How many consecutive years active? • Revenue Contribution (15%) — How material are they to the portfolio? 80+ = Excellent — protect and expand 60–79 = Healthy — solid performer with upside 40–59 = At Risk — declining revenue or margin compression <40 = Critical — needs immediate intervention This is modeled after the customer health scoring frameworks used by Bain and McKinsey in subscription and recurring-revenue businesses. Sort the table by this column to triage your portfolio. |
Latest YoY
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Latest Year-Over-Year Change
The percentage change in this customer’s revenue between the two most recent complete years. Green indicates growth, red indicates contraction. “n/a” means the customer was not active in both years. How to read it: This is your leading indicator. Customers with large negative YoY swings need immediate attention — they may be price-shopping, consolidating suppliers, or experiencing their own business challenges. Customers with strong positive YoY are your expansion stories — understand why they’re growing so you can replicate it. Bain’s loyalty research shows that the #1 predictor of future churn is two consecutive quarters of declining orders, not a single bad year. Sort by this column to spot patterns early. |
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