Didymus Analytics01 · Profitability
Which products, services, customers, or jobs are actually profitable?
Compare revenue and direct costs, then examine shared overhead and owner time separately.
Small-business analytics · Lincoln, Nebraska
Turn the numbers you already have into better decisions.
Didymus Analytics helps Lincoln-area business owners answer practical questions about profit, pricing, and how work gets done. We start with the reports and software you already use, check what the numbers establish, and investigate what remains unclear. Each project has a defined question, an agreed fee, and practical next steps.
✓ Fixed-scope engagements
✓ Uses your existing data
✓ Built around real business questions
The work starts here
Small-business questions that deserve a numerical answer.
Profit, pricing, capacity, and cash: start with the decision that matters to you.
02 · Owner time
Where is my week going?
Understand how staff and owner time affect capacity, delivery, and the work you choose.
03 · Pricing
Am I charging enough?
Compare pricing options against costs, capacity, margin goals, and evidence about customer response.
04 · Cash flow
What will slow season look like?
Use bookings, receivables, and recurring expenses to explore cash timing under stated assumptions.
05 · Reporting
Which numbers should I watch every month?
Identify the recurring measures that help you make decisions, starting with your current reports.
06 · Data quality
Can I trust the data I’m using?
Check classifications, definitions, and reconciliation before relying on a comparison.
A focused first engagement
Start with a profitability or pricing review.
We investigate one important question about an agreed set of jobs, services, or customers. We review the relevant revenue and costs, check the assumptions behind the comparison, and explain the practical options the findings support.
Your proposal defines the exact scope. Implementation, extensive historical cleanup, and ongoing monitoring are included only when expressly agreed.
What you receive
- One principal business question.
- An agreed period and set of jobs, services, or customers.
- Defined data sources and relevant reconciliation.
- Analysis with clear cost definitions, assumptions, and limitations.
- A concise findings report and prioritized options.
- One findings meeting and one factual-correction round.
Best first projectProfitability Analysis →Investigate an agreed set of jobs, services, or customers.A specific pricing decisionPricing Analysis →Part of a profitability review or a separate project, as scoped.Reporting setup & repairDashboards & Reporting →Improve existing reports; add a separate view when useful.
How the engagement works
01
Bring one questionStart with a free conversation about the decision.02
Agree the scopeReview sample records; agree the work, fee, and timeline.03
Investigate the evidenceCheck the data, cost definitions, and assumptions.04
Discuss the findingsReview the options together and correct factual errors.Fixed scope. Fee agreed before work begins.
We review your business question and a sample of the available information before recommending an approach and price. Your proposal explains the work included, what you will receive, and the expected timeline.
How do you work with the software we already use?
We begin with your current reports and the question you need answered. Sometimes the next step is improving an existing report or how it is used. When additional analysis is useful, we agree on the specific work needed before the project begins.
Can we review the results of a change later?
A defined follow-up review can be agreed when useful—for example, reviewing subsequent projects after a change to estimating assumptions. It is scoped and priced separately unless included in your proposal.
Fictional illustration
See the comparison. Then ask what would change.
These figures illustrate a cost comparison, not a client result or a recommendation.
What the owner learns
A margin comparison opens the investigation.
1
Custom projects leave $17K in this exampleThe $118K revenue line merits a closer look at estimating assumptions and actual delivery costs.
2
Maintenance plans show a higher allocated marginTheir $43K result on $72K revenue depends on the stated cost allocation and use of capacity.
3
A negative margin is a question to investigateThe −$4K rush-work result does not establish that stopping the service would improve total profit. Shared overhead may remain.
Before recommending a pricing or service change, we consider which costs would actually change and how the decision would affect staff and owner time.
Built around your business
Your industry. Your operating questions.
Choose an industry to explore a familiar operating question, the records we would examine, and how useful reporting can look. A dashboard is one possible output; the question determines the work.
Your business at a glance
1 Choose your industry2 Explore a KPI3 Try a profit decision
—
Illustrative sample data. All figures are fictional. Targets are examples to agree with each owner, not industry benchmarks or client results.
What we examine
What you can decide
Start with records you already have
Select a measure to explore its trend and what it tells the owner.
What the owner learns
How it’s calculated
Start with this record
Example target · A discussion point, not an industry benchmark.
— by month
Tap any measure above to chart it. The dashed line is the example target.
View monthly values
| Month | Value |
|---|
Where the profit is
Gross profit (revenue minus direct costs) over the last 12 months.
Profit detail, last 12 months
This sample shows margin after direct delivery costs, before shared overhead.
| Segment | Revenue | Direct costs | Gross profit | Margin |
|---|
Differences between segments identify questions; they do not prove causes. Direct costs are not always avoidable. Before changing a service, consider capacity, costs that would actually change, and any unpaid owner time not included here.
Try a decision
What would change the profit?
Choose a segment from this example. Adjust its income or direct costs to see why a small change can matter to the owner.
- Original gross profit
- Scenario gross profit
- Scenario gross margin
Illustration only, using the segment’s last 12 months. Income and direct costs change independently; volume, service mix, and shared overhead stay fixed. A price change could affect demand. Gross profit is before shared overhead, taxes, and owner distributions. This is a sensitivity example, not a forecast or recommendation.
Explore KPI definitions and data sources
What each measure means
How each number is calculated, why an owner should care, and which report it usually comes from.
| Measure | How it's calculated | Example target | Why it matters | Usual source |
|---|
What would you want to know about your business?
We review the available records, agree on a focused scope, and make the cost definitions and assumptions clear before the analysis begins.
An operator’s lens
Business first. Analytics second.
Didymus Analytics is built around a simple premise: small-business owners do not need someone to sell them a complicated stack. They need someone who can understand the operating question, work from imperfect real-world data, and translate the result into a decision.
Before founding Didymus Analytics, Thomas managed operating budgets, reported to boards, led systems transitions, trained healthcare providers, and owned compliance responsibilities. That background shapes the work: practical scope, careful definitions, and an insistence that the numbers lead somewhere useful.
Early conversations
What is the one question about your business you wish your numbers could answer?
Bring that question to a free, no-pitch 30-minute conversation. We will look at the data you already have and decide whether a small analytics engagement can answer it. If it is not a fit, you will hear that plainly.
Schedule a 30-minute conversation →
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