Annual report 2027
A year we spent
getting smaller
on purpose.
Revenue grew 24 percent while headcount fell by nine. This report explains how, and what it cost us.
From the chief executive
We stopped doing four things.
Three of them were profitable. That is the part worth explaining, because a profitable line that nobody on the team wants to own will quietly cost more than it earns.
The agency arm, the legacy connector, two reseller contracts and the events programme. Together they were 18 percent of revenue and 41 percent of support load.
One product, one pricing page, one way in. The team that used to cover four surfaces now covers one, and the release notes got shorter.
Twelve months
Revenue and margin, by quarter.
| Quarter | Revenue | Gross margin | Operating | Headcount |
|---|---|---|---|---|
| Q1 | $3.9M | 71% | $0.6M | 121 |
| Q2 | $4.3M | 73% | $0.9M | 118 |
| Q3 | $4.8M | 76% | $1.2M | 114 |
| Q4 | $5.4M | 78% | $1.4M | 112 |
Segments
Where it came from.
Up 31 percent. The whole of the growth came from existing accounts adding seats, not from new logos.
Up 14 percent. Longer to close and cheaper to keep. Four accounts are now over half a million each.
Flat. We stopped advertising it and it did not move, which told us the advertising was not the reason.
Next year
Three commitments.
The full accounts are in the appendix.
Audited by Larkmoor & Co. Filed 14 February 2028.
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