Customer Churn Analysis for PE Portfolio Companies
Know who is at risk, why, and whether saving them pays
We treat churn as the customer's economic decision: who is likely to leave, why, and whether keeping them is worth the cost.
We have modeled why subscribers leave a leading health care payments processor, bringing attrition down among newer subscribers, and used cohort retention in diligence to keep a deal team from overpaying. We have also done this work in accounting and advisory and in specialty pharmacy.
Four questions we answer
A ranked list of at-risk accounts chases customers no one can save and discounts ones who would have stayed anyway.
Who is at risk, and how soon?
Including customers who stay but buy less.
Why are they at risk? where the economics starts
Price, service, fit or a competitor, or something that merely moves alongside churn?
Is saving them worth it?
The margin an account brings, against the cost of keeping it.
What should happen next?
A response that fits the cause, early enough to matter.
The same question at every stage of the hold
Most relevant wherever revenue recurs, from payments networks to professional services and specialty pharmacy.
A pre-close read on retention, active and passive, from the target's own data.
Inside-Out Commercial Diligence →Fixed definitions at the start, so later gains can be credited.
100-Day Value Baseline →When price drives churn, the answer is segment-level pricing, not a one-off discount.
Pricing and Margin →Cohort retention and churn drivers are the durability evidence a buyer wants.
Value Creation Proof →Find out what churn is costing before you build a retention program
A short conversation is enough to tell whether a churn diagnostic makes sense for your company.