Velociti Revenue Calculator

You lose the money twice.

Building the wrong thing costs you the development spend. It also costs you the revenue that work was funded to produce — the growth it was meant to unlock and the customers it was meant to keep. The first loss is one-time. The second compounds every year you don't fix it.
Velociti — Revenue Opportunity Calculator
Velociti · Revenue Opportunity Calculator

Your business

$
$
New logos plus expansion. Gross, before churn.
%
$

Discovery assumptions

75%
10 pts
30%
The rest is brand, sales execution, pricing, and the product you already had.
40%
Customers who left because the product didn't solve their problem — not price, not service, not going out of business. Your exit interviews know this number.
Annual revenue exposed to product misses
$3.7M
Equivalent to 9.3% of current ARR, every year.
Growth left on the table
$1.8M
Revenue lost to product-driven churn
$1.9M
Revenue exposure per $1 of wasted build spend
$0.50

What Velociti recovers, per year

Recovered build capacityHigh confidence
$1.0M
Spend you have already committed, redirected from work that misses to work that lands. Cash cost, measurable in your own delivery data.
Retained revenueHigh confidence
$256K
A share of product-driven churn removed. This is the most durable line on the page — a customer retained this year keeps paying in every year that follows.
Additional new ARRModeled
$720K
A higher hit rate means more of your product investment converts into revenue. Discounted for diminishing returns.
Revenue pulled forwardDirectional
$750K
Your winners ship sooner when capacity isn't tied up in losers. Revenue delayed by a quarter is not deferred — it is never collected.
Total year-one value
$2.7M
6.8% of current ARR — equivalent to a 27% improvement in the return on your annual engineering spend.
Three-year cumulative
$9.6M
Conservative floor
$1.3M
Equivalent net-new engineers
13.6
Model assumptions
60%
How much of the theoretical ARR gain you actually capture. Lower is more conservative.
50%
The realistic ceiling used to size exposure. Not 100% — some failure is the cost of ambition.
1.0
$
Placeholder — replace with the real tier.

How this is calculated. Product-driven new ARR = new ARR × the product attribution rate. Product-driven churn = ARR × churn rate × the product churn rate. Exposure sizes what a best-in-class hit rate would unlock rather than what a perfect one would, because no discovery process makes failure disappear.

Retained revenue scales with the share of your misses that get fixed — a 10-point gain against a 75% miss rate removes 13% of product-driven churn. Additional new ARR scales with the proportional increase in productive capacity, then takes the diminishing-returns discount. Pulled-forward revenue is product-driven ARR × quarters earlier ÷ 4, counted once.

Three-year cumulative assumes ARR gains stack annually and retained revenue persists; pulled-forward revenue is counted once.

Where this model is generous. Recovered build capacity and additional new ARR are two lenses on the same underlying shift — capacity moving from work that misses to work that lands — so treating them as fully additive overstates the combined figure. The conservative floor exists for exactly that reason: it counts only recovered build capacity and retained revenue, which do not overlap and are both traceable to systems you already own. If you believe one number on this page, believe that one.