Finance and Unit Economics

Finance and unit economics is the system that shows what the business really earns and where the cash goes. Lead Miles builds contribution margin by product, channel and customer, the cost to acquire and serve each customer, cash conversion and working capital views, a monthly MIS pack and a budget the business runs against, so growth decisions start with numbers rather than instinct.

Numbers leadership can trust every month: what each product, channel and customer really earns, and where the cash goes.

Why it matters

Most established businesses have accounts. Fewer have management numbers. Statutory accounts arrive late and show what happened to the company, not which product, channel or customer made or lost money. Without unit economics a business can grow revenue while profit and cash quietly shrink. The finance system turns the books into decisions.

Signs this is your constraint

Monthly numbers arrive weeks late, if at all.
Revenue grows, but profit and cash do not grow with it.
Nobody can say which product, channel or customer is most profitable.
Working capital and receivables keep stretching.
Budgets are set once a year and rarely compared with actuals.

What we build

Unit economics model

Contribution margin by product, channel, region and customer type, including acquisition and service costs.

Monthly MIS pack

A management report ready within days of month end, with the few numbers each leader owns.

Cash and working capital view

Cash conversion cycle, receivables, inventory and payables, with targets and owners.

Budget and rolling forecast

An annual plan the business runs against, refreshed every quarter.

Margin and cost guardrails

Margin floors, discount limits and cost targets built into everyday decisions.

Investment cases

A simple standard for approving, tracking and stopping investments.

What we measure

Measure	Definition
Contribution margin	Revenue minus all variable costs, by product, channel and customer.
EBITDA margin	Operating profit before interest, tax, depreciation and amortisation, as a share of revenue.
Cash conversion cycle	Days between paying for inputs and collecting cash from customers.
Days sales outstanding	Average days taken to collect payment after a sale.
MIS close time	Working days from month end until the management pack is ready.

Questions we ask in the diagnostic

How many days after month end do you see last month's numbers?
Which product or customer would you stop serving if you saw its real margin?
How much cash is tied up in receivables and inventory today?
What return do you expect from the next rupee you invest, and how will you know?

At ₹100 Cr and above

At ₹100 Cr and above, the gap is rarely accounting. It is management information: several entities, business units and systems that never quite reconcile, a finance team absorbed by compliance, and leaders deciding on numbers that are weeks old. We design the MIS, unit economics and capital allocation discipline a growing company needs, working alongside your CFO, auditors and chartered accountants.

Most often the constraint at: Stage 2, Systemising (₹6 Cr to ₹25 Cr a year); Stage 4, Institutionalising (₹100 Cr to ₹500 Cr a year).

Connected systems

Frequently asked questions

Do you replace our chartered accountant or CFO?

No. Your CA and auditors handle accounting, tax and compliance, and your CFO owns finance. We build the management layer on top of their work: unit economics, MIS, forecasts and decision tools, designed with them.

Is this useful if we plan to raise funding or list?

Yes. Investors and lenders look for reliable monthly numbers, clear unit economics and disciplined reporting. Building them early makes diligence faster. Formal listing, legal and audit requirements stay with your advisors.

The ten systems

Business Architecture overview | Scorecard | Scale Map | For ₹100 Cr+ companies | Start a Growth Conversation