One additive tree — Region → Brand → Office — scoped to your role, with live revenue, recurring ARR and the data-grain that says how far you can trust each number.
The footprint rolls up to 37 offices across 10 brands, but the roll-up isn't finished: ~$0M of integration synergy is still unbanked across 4 mid-integration brands and $1.4M of cross-sell whitespace is in play. Point the org at banking the synergy and harvesting the attach.
4 of 4 headline metrics improving vs prior · still off target: Revenue $30M vs $32M, ARR $5M vs $5M, Recurring Mix 16.1% vs 18.0%
4 brands are mid-integration, led by Warehouse Management System (WMS) at ~$0M of unbanked EBITDA — synergy that only lands when the cutover finishes.
37 offices across 10 brands rolled up additively
Accelerate ISC ERP/SOC cutover; rebalance project mix toward recurring.
Maharashtra GM 200bps below plan amid RFI/ISC integration drag.
$1.4M of Fire↔Security↔AV attach sits in the installed base; Tata Cliq — multi-region DC security + Contract Compliance Dashboard (Security + Monitoring, $0.47M) leads the queue.
5 external demand signals tracked
Prioritize solution design; align certified-tech coverage in new metros.
News signal converted to qualified, credit-cleared multi-region pursuit.
The roll-up lens, made operable. Pick the role you're signed in as and the tree opens at your scope; every level sums additively from the office grain. The twist that's pure Pavion: each office is tagged office-grain actual, AI-allocated, or region-only estimate — so the headline isn't just the number, it's how much of it you can bank. Brands carry their business unit, integration state and GM straight from the M&A registry.
Set an access level, drill the tree, rank offices within a cohort, and see who owns each unit — each office links to the map, each brand to its Brand / M&A 360.
71% is office-grain actual; the rest is AI-allocated from area/region postings while integration completes — shown as an estimate, reconciled to the regional total.
| # | Office | Office-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Mumbai (HQ), VA · Accex Supply Chain Private Limited (organic) | 100% | Actuals | |
| 2 | Washington, DC · Accex Supply Chain Private Limited (organic) | 98% | Actuals | |
| 3 | Mechanicsville, VA · Accex Supply Chain Private Limited (organic) | 97% | Actuals | |
| 4 | Baltimore, MD · Accex Supply Chain Private Limited (organic) | 96% | Actuals | |
| 5 | Norfolk, VA · Accex Supply Chain Private Limited (organic) | 95% | Actuals |
| Region · Brand · Office | Revenue | ARR | Gross ~34% | Devices | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (4)23% | $7M | $3M | $2M | 110k | 9637% | 1/5 ⚠ | — |
| (2)7% | $2M | $860K | $720K | 31k | 9451% | ✓ | Brand 360 → |
| (1)6% | $2M | $750K | $606K | 30k | 9800% | ✓ | Brand 360 → |
| (1)6% | $2M | $720K | $556K | 28k | 10000% | ✓ | Brand 360 → |
| (1)4% | $1M | $490K | $379K | 21k | 9200% | 1/1 ⚠ | Brand 360 → |
| (1)21% | $6M | $2M | $2M | 99k | 9802% | ✓ | — |
| (5)21% | $6M | $2M | $2M | 99k | 9802% | ✓ | Brand 360 → |
| (1)19% | $6M | $2M | $2M | 84k | 7837% | 4/8 ⚠ | — |
| (8)19% | $6M | $2M | $2M | 84k | 7837% | 4/8 ⚠ | Brand 360 → |
| (3)17% | $5M | $2M | $2M | 71k | 8090% | 4/8 ⚠ | — |
| (6)14% | $4M | $2M | $1M | 60k | 8353% | 2/6 ⚠ | Brand 360 → |
| (1)2% | $490K | $190K | $164K | 7k | 8000% | 1/1 ⚠ | Brand 360 → |
| (1)1% | $300K | $110K | $101K | 4k | 4500% | 1/1 ⚠ | Brand 360 → |
| (2)16% | $5M | $2M | $2M | 65k | 8472% | 2/5 ⚠ | — |
| (4)10% | $3M | $1M | $1M | 43k | 8609% | 1/4 ⚠ | Brand 360 → |
| (1)5% | $2M | $600K | $519K | 22k | 8200% | 1/1 ⚠ | Brand 360 → |
| (1)4% | $1M | $500K | $402K | 19k | 5979% | 2/6 ⚠ | — |
| (6)4% | $1M | $500K | $402K | 19k | 5979% | 2/6 ⚠ | Brand 360 → |
The roll-up isn't finished. Three queues that turn the org tree into a plan: brands still integrating, cross-sell whitespace, and the external signals pulling demand.