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What We Do

At PeerSix, our sole focus is on helping businesses create sustainable, long-term value by delighting their customers and investors at the same time. We believe that requires doing four things well: 1) identifying the right Corporate Strategy, 2) developing the right Customer Insights, 3) allocating capital to Accelerate Revenue, and 4) Tracking Value to refine operations going forward. 

Corporate Strategy

Understand the drivers of enterprise value, based on where the business is in its life cycle. These value drivers provide a “North Star" when the organization allocates capital and help create flexible cost “containerization” when strategy shifts. Proper alignment to this North Star at every level of the business is critical to increasing valuation multiples and delighting your investors.

Growth-Share Diagnostic

  • Identify which of the three financial strategies a business should pursue

  • Which metrics are drivers of enterprise value

  • Align executives, and their incentives, on the appropriate metric

Business in a Box

  • Identify which capabilities need to be differentiated to execute a given financial strategy

  • Group capabilities into value accretive, evergreen, and non-core

  • “Containerize” cost structure (i.e., how does capital deployment need to shift to execute a specific financial strategy)

LRP & Budgeting

  • Define LRP planning process and key steps

  • Rank and prioritize funding requests based on value drivers & Friedman model

  • Recommend budgeting decisions and dependencies (i.e., necessary sequence of events)

Customer Insights

Understand how to capture value from customers. This starts with understanding customer-product fit and the unique reasons customers get value from a product. It also includes insights about their buying behaviors, expected spend, and how they want to be treated at each step in the customer journey. Delivering a tailored experience, aligned with their needs, is critical to delighting your customers.

Strategic Segmentation

  • Identify the purpose and key behaviors in customer segmentation

  • Hypothesize (and test) data attributes that predict customer behaviors

  • Translate data insights into usable business segmentation (i.e., not a black box model)

  • Support implementation into IT systems 

E2E Treatment Model

  • Develop treatment strategies by function / journey step for each segment

  • Advise on segmentation analytics (incl. Expected spend, Product mix, Share of wallet, Cost to serve, Next Best Offer) 

4-Dimensional Journey Map

  • Build out  journey maps for customer, seller, partner, and deal (as-is and/or to-be)

  • Identify good friction (intentional, aligned to strategy) and bad friction (unintentional, misaligned)

  • Align journey steps with E2E Treatment Model and overall financial strategy

Revenue Acceleration

Prioritize and deploy capital to drive revenues. Understanding customers creates the list of “what” to go do, while investors determine the “priority” for when and how to go do it. Regardless of where the capital is deployed, it’s critical to remove unintentional friction in how the organization generates a return, at each step in the customer journey.

CAC Diagnostic

  • Identify all activities which comprise customer acquisition costs

  • Quantify existing CAC by segment, sales motion, and route-to-market

  • Recommend ideal balance between fixed and variable cost based on transaction/deal characteristics

  • Forecast impact on key metrics (incl. CAC / ACV, Retention Rate, Churn, Expansion Rate, Net Revenue Retention, Lifespan, LTV / CAC)

CRC Diagnostic

  • Quantify customer retention and service costs across the installed base

  • Evaluate fully-loaded CAC for existing customers (i.e., cost to serve + cost to retain and/or expand)

  • Identify “good” vs “bad” customers

  • Analyze service impact on gross margin CAC payback

Funnel Optimizer

  • Analyze current funnel characteristics, deal volume and size, etc. for a given segment, sales motion, and route-to-market

  • Define fixed vs variable CAC breakdown relative to funnel volume

  • Identify value leakage on marketing and sales spend 

  • Recommend key capabilities in Marketing and Sales aligned to funnel profile

Value Realization

Confirm that deployed capital generated the intended outcomes and return. This starts with the funnel, ensuring that individual deals are aligned to the financial strategy and North Star discussed above. It also requires the right metrics across the business, and treating individual pools of deployed capital (e.g., Incentive Comp) as investments with a discreet ROI.

Good Deal Optimizer

  • Align on vision and objectives for deal scoring, based on Friedman model

  • Discuss potential deal attributes

  • Define “good” (i.e., scoring) for each attribute

  • Prioritize and rank deal attributes

  • Define thresholds for automated approval, exception handling, and denial

Incentive Comp Analysis

  • Define key business and sales objectives

  • Inventory available plan mechanics

  • Align plan mechanics and/or metrics to sales motion, role, and customer type based on industry best practices

  • Design future-state plan constructs

  • Quantify the impact of new plan constructs on sales comp spend

SaaS Metrics Blueprint

  • Inventory the as-is operating metrics across divisions and groups of a company

  • Assess utility of the current state operating metrics to make strategic and financial decisions

  • Prioritize/recommend metrics based on industry usage

  • Consolidate metrics to align decision making and simplify reporting across the org

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