David R McGill

When the numbers show a problem, but not the explanation:Performance differs
Comparable locations, customer groups, products or channels are producing materially different outcomes - but management cannot confidently explain why.Performance has changed
Revenue, retention, customer value, conversion or another important metric has shifted, but multiple factors could be driving the change.The data may contain more
The business has substantial operating, customer and financial data, but existing reporting may not be connecting it deeply enough to reveal important risks or opportunities.

From performance gap to decision:1. Identify
What is actually changing?2. Diagnose
Which underlying factors are driving the result?3. Quantify
How much economic value, risk or opportunity is involved?4. Prioritize
What should leadership act on, investigate or monitor next?

Questions I help leadership answer:- Why are comparable locations or business units producing materially different results?
- What is actually driving a change in revenue, retention or customer value?
- Which performance gaps are structural, and which appear addressable?
- Where is revenue or customer value being created or lost?
- Which customers, behaviors, services or products drive stronger economics?
- Which growth, pricing, retention or operational opportunities deserve investment?
- Where should leadership focus next?

Where I typically work:Multi-Location Businesses
Performance differences across locations, customer behavior, conversion, repeat activity, pricing, service mix, capacity and unit economics.Recurring-Revenue Businesses
Retention, cohort quality, customer value, pricing, monetization, acquisition quality and long-term revenue durability.Membership Organizations
Renewal, engagement quality, lifecycle behavior, member value, segmentation and value realization.I also work with other data-rich businesses facing important revenue or performance questions where the existing reporting does not provide a sufficiently clear answer.

Senior analytical experience behind the work:Before launching McGill Advisory, I spent 14 years with Sony Music Entertainment, most recently as Senior Director of Digital Revenue Analytics & Forecasting.I led forecasting, planning and performance analysis across approximately $4B+ in annual digital revenue, partnering with CFO, President, EVP, finance, commercial and strategy leadership on revenue performance, platform economics, forecasting, scenarios and major business decisions.McGill Advisory brings that same driver-based, decision-oriented approach to focused engagements with leadership teams.

What leadership receives:A clear explanation
of what appears to be happening and why.Evidence behind the conclusion
showing which drivers matter and where effects are concentrated.Economic quantification
of the revenue exposure, risk or opportunity where appropriate.A prioritized view
of what deserves action, further investigation or monitoring.Practical recommendations
tied directly to the business question.The goal is not more analysis. It is a stronger basis for deciding where to focus, invest, intervene or change course.

Have an important performance question?
If there is a revenue or performance issue your existing reporting does not adequately explain, I would be happy to discuss whether a focused analysis could help.Contact:
[email protected]
linkedin.com/in/davidrmcgill