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Blueprint · Northwind Partners · Sample
Rev 2026·05·18 · v2
§ 04 Financial architecture
Sheet § 04 · 12 sheets · Northwind Partners · Vol. I
Delivered 2026·05·18 · Drafted with Brad Arner

How revenue flows, where it sits, where it gets stuck.

A working description of Northwind's financial architecture: where value enters, what shape it takes inside the firm, and the three points where its motion stalls.

Northwind’s revenue arrives in three distinct shapes. Sixty-two percent of it is institutional retainers — high-margin, slow-moving, with the longest sales cycles of the three. Twenty-seven percent is project work, lumpier and structurally less forecastable. The remaining eleven percent is licensing income, which is so much smaller than the other two that it has been treated as incidental — though the margin profile suggests it shouldn’t be.

The shape of the flow matters more than the total, because the shape determines what happens when one of the three sources moves. Below is a working diagram of the flow as it stands today.

Plate 04·00
Revenue flow topology FY 2025 · All figures USD
Sources · 3Institutional retainers$486,200 · 62%Project work$212,800 · 27%Licensing$ 86,400 · 11%Gross revenue$785,400Margin · 58%$455,532Cost · 42%$329,868Consolidated · 1 firm

§ 4·1Where cash gets stuck

The cash cycle runs a median 47 days. Contracts are signed quickly but invoiced slowly — a median 12 days between delivery and invoice, and another 28 days between invoice and payment. The first delay is a habit; the second is a structure. Both can be moved.

  1. Invoices are batched monthly. Moving to on-delivery invoicing recovers approximately 10 days from the cycle without changing any external behavior.
  2. Default payment terms are Net-30. Renegotiating the top-5 clients to Net-15 (which is consistent with their actual payment behavior already) recovers another ~8 days.
  3. Project work currently invoices in arrears. A 10% deposit front-loads cash by roughly one cycle and would not, given current demand, cost any deals.

Three structural interventions are ranked below in Plate 04·A. Read the Detail view to see them.

Plate 04·A
Cash cycle · 47 days, median Decomposition · last 4 quarters
Delivery0–7 dWait to invoice12 d medianInvoice outstanding28 d medianCleared47 d total

§ 4·2Revenue concentration

Three clients account for 54% of retainer revenue. This is the central risk in the current financial architecture. The loss of any single one would require four to six months of recovery — and during those months, the firm’s ability to take on new work would be structurally constrained.

Recommendation

Cap any single client at 20% of retainer revenue by fiscal year-end 2027. The structural fix lives in § 02 · Demand architecture; the conversion mechanics in § 03. Both reference this section.

For Northwind specifically, 20% is the threshold at which a loss becomes survivable without immediate headcount action. The threshold is practice-specific and should be re-derived at each rebuild of the Blueprint.

§ 4·RSource data · FY 2025

SourceQ1Q2Q3Q4Margin
Institutional retainers$112,500$118,300$124,200$131,20068%
Project work$ 68,400$ 52,100$ 41,200$ 51,10044%
Licensing$ 18,200$ 21,400$ 22,800$ 24,00092%

§ 4·R·1Cash cycle · breakdown

PhaseMedian (d)P75 (d)P90 (d)Sample
Delivery579n=48
Wait to invoice121824n=48
Invoice outstanding283442n=48
End-to-end475668n=48
$785k FY 2025 revenue
58% Gross margin
47 d Cash cycle