Objective 01
Your Way to Wealth pathWAY TO WEALTH™ · CALCULATOR · FUNCTIONAL EXECUTIVE
Run your own numbers.
How does my function concentrate on what our vital-few customers need? Model your Current, Improvement and Dream scenarios side by side. The figures stay on this device unless you download them.
The Way to Wealth Model
Customers → Revenue → Profit. Change any number; every result recalculates.
A duplicate opens as its own record. Nothing you change in it reaches this one.
Compass Performance, Inc. — Way to Wealth scenario summary · Working model (this device) · Generated 2026-11-05
Record and release
A scenario is only useful in a decision if its history can be verified. Keep the assumption states you want to come back to.
Holding two cases? Read them side by side.
Version history
No versions kept yet. The first one you keep becomes the state you can always return to.
| Driver | CurrentReality today | ImprovementNext 12 months | DreamThe second curve |
|---|---|---|---|
| Ideal ProspectWho should enter the funnel. Shared by all three columns; not calculated. | Consider: Target organization or person · Industry or market · Size or scale · Decision-maker role · Priority or problem · Buying trigger or urgency · Budget or ability to buy · Geography · Desired fit. | ||
| Leads per periodQualified opportunities entering the funnel | |||
| Effectiveness / conversionShare of leads that become customers | % | % | % |
| Total revenue per period | $10,000 | $36,750 | $490,000 |
| Average $ saleRevenue per completed transaction | $ Current: add up to 4 products or services and their expected sales mix. Average Sale = sum of (average unit sale × expected share of sales). | $ Improvement: add up to 4 products or services and their expected sales mix. Average Sale = sum of (average unit sale × expected share of sales). | $ Dream: add up to 4 products or services and their expected sales mix. Average Sale = sum of (average unit sale × expected share of sales). |
| Repeat purchases per customerAdditional purchases after the initial sale | |||
| COGS per sale | $500 | $1,000 | $1,000 |
| Operational costs | $40,000 | $70,000 | $70,000 |
| Customers | 1 | 2 | 20 |
| Total Cost of Goods Sold | $2,000 | $14,000 | $140,000 |
| Gross profit | $8,000 | $22,750 | $350,000 |
| Net profit | ($32,000) | ($47,250) | $280,000 |
| Revenue per employee | $1,000 | $3,675 | $49,000 |
| Net income per employee | ($3,200) | ($4,725) | $28,000 |
* Although every area can be impacted by Compass Enterprise Architecture™, the asterisk identifies the drivers most commonly and directly influenced through the process.
Productivity per person is the truest test of a system. Revenue and net income per employee rise only when the work itself is redesigned.
Key gaps across the three columns
- Customers
- 1 → 2 → 20
- Total revenue per period
- $10,000 → $36,750 → $490,000
- Gross profit
- $8,000 → $22,750 → $350,000
- Net profit
- ($32,000) → ($47,250) → $280,000
How to run this as a one-hour executive discussion
A rhythm, not a countdown. Spend the time where the conversation is honest.
- 0–10 minutes — Clarify the current state and the assumptions behind it.
- 10–20 minutes — Identify the largest gaps and the real constraints.
- 20–35 minutes — Explore the highest-impact starred drivers.
- 35–50 minutes — Generate improvement ideas, then challenge them.
- 50–60 minutes — Select three actions, with owners, measures and target dates.
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From insight to action
One hour of discussion becomes no more than three committed improvement objectives.
Turn the model into action
Optional — three objectives, each owned and dated.
Objective 02
Objective 03
Take it with you
Excel exports keep live formulas, so the workbook recalculates when you change a number. Imports read values only — nothing in an uploaded workbook can change how this page calculates, and macros, scripts and external links are never read or run.
Rank customers, products or processes by contribution and complexity in the Quad & Quartile Builder.
THE SIX STAGES
Where your numbers lead, as you lead them
Stage 1: See the economic truth
Where is value actually created, and where is it consumed?
You see your function’s cost and effort by the segments it serves.
Output: Profit by customer, product and channel after the cost to serve them, sorted into quartiles and a value-versus-complexity quad.
Stage 2: Price and cost to serve honestly
Does each segment pay for what it consumes?
You are honest about internal cost to serve and the service levels each segment receives.
Output: The gap between price and cost to serve by segment, with pricing and terms options.
Stage 3: Concentrate on the vital few
Where will we focus, and what will we stop or change?
You design a differentiated service model for the vital few.
Output: An approved focus set, and a decision for the rest: standardize, reprice, consolidate, shift channel or responsibly exit.
Stage 4: Release capacity
What capacity does that focus free?
You release capacity inside your function.
Output: Freed hours and spend by function, with a plan for where they go.
Stage 5: Reinvest into growth
Where does the freed capacity go?
You reinvest it in the capabilities your function needs next.
Output: A reinvestment plan aimed at growth in the vital few.
Stage 6: Compound it
How do we make this repeat?
You keep your function’s cadence linked to the enterprise reviews.
Output: Owners, a review cadence and an ARC™ rhythm, so each cycle starts from a stronger base.
YOUR NEXT STEP
Start with a confidential conversation about what you want to achieve
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