You’re optimizing the number you can see. The money leaks in the part you can’t.

Your bestseller may be your worst margin, revenue isn’t profit once COGS, returns, fees and true CAC land.

You can see ~30% of your customers; the rest bought on marketplaces, invisible, and their consumables expire unseen.

Your subscription looks healthy until pharmacy COGS, true CAC and month-3 churn land, the meds may lose money; coaching pays.

You price on standard cost. Real per-SKU margin hides in ERP plus three spreadsheets, and some lines ship at a loss.

Spending big on the launch, but enquiries die unworked, spend burns unattributed, and you measure dispatch, not demand.

Blended margin looks fine, but lanes costed from agent accruals never reconcile to the real invoice; some run at a loss.

Your S&OP reads 96% balanced, while growth markets stock out and depots sit on aging stock. The plan tracks dispatch, not offtake.

You pay reps to call doctors who don’t prescribe, coverage is wide, Rx-yield is thin, and channel stock returns as expiry.

The consolidated total is roughly right, but the segment mix you allocate capital on is backwards, and it’s rebuilt by hand every close.