Revenue per active member
Total service revenue ÷ active members, per month
Relevant suggestions surface at the moment the member expresses intent, not in a newsletter a week later.
THE OWNER'S CASE
Not because it is AI. Because it moves five numbers you already track: revenue per member, utilisation of perishable capacity, second-service adoption, member retention, and staff coordination hours. On this page you model the outcome with your own numbers — and see exactly how it would be measured.
THE METRICS
We do not measure “conversations” or “questions answered”. We measure what shows up in your P&L. Below is each metric, how it is calculated, and the mechanism through which orchestration moves it.
Total service revenue ÷ active members, per month
Relevant suggestions surface at the moment the member expresses intent, not in a newsletter a week later.
Booked hours ÷ available hours, per service and per time slot
An empty therapist or court hour at 14:00 is never sold again. Mikis sees live availability at the moment it recommends.
Members using ≥2 departments in 90 days ÷ active members
Cross-department coordination is done by the system, not by a member making three phone calls.
Renewals ÷ memberships due, over 12 months
Members who reach their goal renew. Continuity of goals and preferences becomes institutional memory, not one employee's knowledge.
Reception/concierge hours spent on calls, email and re-routing, per week
Routine coordination is automated; the time returns to human hospitality, not to headcount cuts.
THE MODEL
None of the below is a performance claim from us. It is arithmetic on your own assumptions — change them and see what would have to be true for the investment to pay.
Incremental revenue / month
€10,800
Incremental revenue / year
€129,600
Incremental gross profit / year
€77,760
Net result / year
€-34,240
Payback period
17 months
Uplift required to break even
14.4%
A modelling tool. The values are your assumptions — not measured results, and not a promise of returns. The default cost reflects the indicative structures on the pricing page.
PROOF
The difference between an impressive demo and an approved investment is the measurement method. It is agreed before the pilot begins.
BASELINE
We record 8–12 weeks of historical data for each metric before anything is switched on. Without a baseline there is no result — only opinion.
ATTRIBUTION
A member segment or set of time periods stays out, so seasonality and campaigns are not credited to orchestration.
QUALITY
Human escalation rate, approval latency, cancellations, complaints and member NPS. Revenue with a worse experience does not count as success.
COST
Licence, managed operations, your own staff time, and model cost per completed action — all in the same table.
STRAIGHT TALK
We will not show you customers, logos or results from other properties. There are none to publish yet — and invented numbers help no one.
We will not promise a specific percentage uplift. The model above runs on your assumptions, not ours.
We will not pitch headcount reduction as the source of return. The value is capacity and relationship, not cutting hospitality.
We will not optimise spend at the expense of member trust. A recommendation that does not make sense for the member is not allowed, however well it converts.
NEXT STEP
We walk through your baseline, choose one member journey, and agree what we will measure before any contract is written.