RevenuePilotby Foxes TechnologyOperators running dozens of tours, activities and attractions across destinations and channels rarely lack data—they lack a comparable view of it. RevenuePilot reconciles the whole catalogue into seven canonical contracts, then ranks the few decisions that actually deserve a revenue meeting.
Scale does not break revenue work through complexity alone. It breaks it because attention is finite and the catalogue is not.
When each tour, option and departure produces its own spreadsheet tab, nothing is ranked. The products reviewed are the ones someone remembered, not the ones under demand pressure.
Portfolio roll-ups average away the departure that matters. A destination can look healthy while specific dates, options and lead-time windows are structurally mispriced.
Variable cost and channel commission are often known for the flagship products and estimated for everything else. Decisions then get ranked on headline revenue because that is the only complete column.
Reconciliation is the work. Until products, options, departures, bookings, cancellations, costs and commissions agree, ranking anything across a portfolio is arithmetic on sand.
RevenuePilot v1 permits one canonical source connector per organization. That constraint is deliberate: a single authoritative catalogue prevents the same departure existing twice under two identifiers with two different truths.
Products, options, departures, bookings, cancellations, costs and commissions are mapped into shared shapes, so a private transfer and a multi-day tour become comparable without flattening what makes them different.
Generic API and CSV ingestion fill in contracts the source system does not expose—typically variable cost and commission. Both are read-only paths and must match the configured canonical source.
Unmatched records, stale snapshots and missing cost rows are surfaced as named gaps against specific products, rather than being absorbed into a portfolio total that looks complete.
Booking pace and remaining capacity are derived at departure level and compared against historical lead-time cohorts, so portfolio context never erases the detail a decision depends on.
Surviving decisions from every product compete in one queue, ranked on contribution impact, urgency and operational pressure—so a small team reviews the few that matter instead of the many that exist.
Portfolio operators do not need more dashboards. They need a defensible way to spend a limited review hour, and a record of what was decided.
The workspace queue is deliberately bounded. Whether the catalogue holds five products or a hundred, a revenue review stays finishable, and the decisions that reach the queue have already cleared confidence, movement, cooldown and boundary checks.
Missing variable cost or commission is treated as unknown rather than zero. Products without verified economics are reported as incomplete and ranked accordingly, so a portfolio number is never quietly built on defaults.
Roles cover owner, admin, revenue manager, analyst and viewer. A wide catalogue usually means more people looking at it, and read access to the evidence should never imply authority to change a price.
Every recommendation carries its source, economics, uncertainty, policy boundary and the operator action taken. Across a large catalogue this is the difference between a revenue policy and a series of individual judgement calls.
Plans carry hard product and user limits. For a portfolio operator these are a scoping decision to make deliberately, not a detail to discover after onboarding.
| Plan | Products | Users | Source refresh |
|---|---|---|---|
| Starter — $49 per month | 5 products | 2 users | Daily |
| Growth — $149 per month | 25 products | 5 users | Four-hour |
| Scale — $399 per month | 100 products | 15 users | Hourly |
A wide catalogue increases the cost of an unstated assumption. These are stated.
Not in v1. RevenuePilot permits one canonical source connector per organization, and multi-brand administration is unavailable. Generic API and CSV ingestion can supplement that single source, but they must match it; a second or mismatched source is rejected rather than merged.
No. Decisions from across the portfolio compete in one bounded queue of three quantified decisions, ranked on contribution impact, urgency and operational pressure. The point is that a small team can finish the review, not that every product is mentioned.
They are reported as incomplete. Missing variable cost or commission is treated as unknown rather than zero, margin is withheld for those products, and the coverage gap is named so it can be closed through CSV or Generic API ingestion.
No. Roles run owner, admin, revenue manager, analyst and viewer, with tenant-scoped access under forced row-level security and TOTP step-up on high-impact actions. Reviewing evidence and holding execution authority are deliberately separate.
Start with one canonical source, an agreed product set and the cost coverage you can verify. No live price writes are required to evaluate how the portfolio ranks.