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.
§ 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.
- Invoices are batched monthly. Moving to on-delivery invoicing recovers approximately 10 days from the cycle without changing any external behavior.
- 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.
- 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 The delta between delivery and invoice is the largest single source of latency in the cycle. It is also the cheapest to fix.
§ 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.
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.
Margin · II The 20% rule is a structural constraint, not a sales target. It changes what kinds of clients to accept, not which to chase.
§ 4·RSource data · FY 2025
| Source | Q1 | Q2 | Q3 | Q4 | Margin |
|---|---|---|---|---|---|
| Institutional retainers | $112,500 | $118,300 | $124,200 | $131,200 | 68% |
| Project work | $ 68,400 | $ 52,100 | $ 41,200 | $ 51,100 | 44% |
| Licensing | $ 18,200 | $ 21,400 | $ 22,800 | $ 24,000 | 92% |
§ 4·R·1Cash cycle · breakdown
| Phase | Median (d) | P75 (d) | P90 (d) | Sample |
|---|---|---|---|---|
| Delivery | 5 | 7 | 9 | n=48 |
| Wait to invoice | 12 | 18 | 24 | n=48 |
| Invoice outstanding | 28 | 34 | 42 | n=48 |
| End-to-end | 47 | 56 | 68 | n=48 |