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They’ll try to keep underperforming reps around, claiming they need the headcount. Watch out for this red flag: mediocre VPs will insist they need “every warm body” and can’t afford to let anyone go.
Over the last decade or so, I’ve compiled a metrics sheet to summarise a SaaS business. Redpoint SaaS Metrics Template. This section covers employee satisfaction, headcount, and recruiting metrics. Marketing digs into lead generation and conversion metrics. If you have suggestions, please email me.
He actively approached the CEO to push for dramatically higher targets and accelerated headcount expansion beyond the original plan. This practical, observable metric drove more decision-making than sophisticated dashboards or forecasting models.
In other words, we hypothesize companies with favorable metrics responded in greater numbers. Just pick a metric. Marketing teams spend 5-10% of ARR on programs (non-headcount expenses), and this is pretty consistent across ARR. We use XDR to mean both SDR and BDR. The top 10 learnings from the survey are below.
So, did headcount at the Series A. In 11 years, the median headcount at Series A swelled from 15 to 28. [1]. That’s a lot of buffer to achieve Series B metrics [1]. 1] Thank you to the Pitchbook team for running the headcount analysis data. [2] More capital meant the constraints of yester-decade no longer applied.
This is where metrics can be invaluable, giving clarity on performance, and circumventing potential issues. But with so much data to consider, how can you define the help desk metrics that matter for your team? What are help desk metrics? Help desk metrics vs. KPIs. Ticket volume or total conversations.
Growing Headcount and Expenses, Just More Slowly Than Revenue The story for most SaaS and Cloud leaders. Grow headcount and expenses, but more slowly than bookings. #5. Modeling 3% Stock-Based Dilution a Year A metric almost every leader is tracking more carefully now. UiPath proves it again. #3. UiPath is modelling 3% a year.
Post-Covid Metrics. Sales-lead teams cut headcount when account executives don’t attain numbers. As net income may become a more important metric for valuation, it may replace sales efficiency as a better metric for measuring bookings productivity. That explains nearly all of the delta in profitability. GTM Motion.
Last year, the company doubled its headcount, tripled revenue and landed on G2’s Top 100 Global Software list. . Here are just some of the metrics: Cold calls have dropped 20% overall. And some of the marquee customers include MongoDB, Gitlab and Qualtrics. . The funding comes at a point when Chorus is in the hypergrowth mode.
Massive headcount growth presages large software purchases and expansion. External signals are powerful proxy metrics. Whatever technique(s) you decide to use, I’d encourage you to think early about finding those proxy metrics for good prospects. A prospect experiences hypergrowth is perfect example.
Appeal to every board member Recognize that non-founder board members often focus on surface-level metrics like logos and visually appealing pipeline presentations, while operators on boards tend to be more interested in concrete commit numbers and confidence in the sales funnel. Jason says, “There’s no bandaid in leadership.”
Today, IT budgets are roughly broken down into: ~50% headcount / personnel, ~25% software, ~15% hardware, and ~10% outsourcing / consultants. As software grows as a percentage, I think we see headcount / outsourcing shrinking. I created this subset to show companies where FCF is a relevant valuation metric.
The difference is starkest in headcount: Coinbase employs more than 5,000 people while Uniswap counts fewer than 100. But revenue growth is more sensitive to market swings, the company discloses fewer operating metrics, and their token offers fewer rights than COIN stock. Centralized exchanges hold or custody user accounts.
Grew Restaurant Locations 29% Year-Over-Year to 120,000 Perhaps the most important metric at scale. Only Grew Sales & Marketing Expense 12%, and Cut R&D (Product + Engineering) and G&A Expenses Toast has gotten to profitability by truly holding the line on headcount and revenue expenses. Billion valuation.
Sales KPIs versus sales metrics: Is there a difference? Some might argue that there are fine-grained distinctions to be made between KPIs and metrics. You can think about it this way: your KPIs are the key metrics you use to measure sales performance. In my world, they’re just two sides of the same coin. Beware of headline KPIs.
Higher than he imagined in terms of the founder quality bar and, the stage of the business, and growth and efficiency metrics. There is less money to spend today, and even if you have money, there is so much more focus on efficiency metrics in addition to growth, and you might not be encouraged to spend it as you once were.
Employ Bill Binch’s Mojo Metric as a daily measure of pipeline health for the sales team. The mojo metric captures the net daily change in pipeline across new deals, expansions, & sales cycle changes. Perform a second order pipeline analysis to understand where pipeline deviations start. Pipeline is prologue.
Do we own the metrics and the people? We all become new customer-oriented, so we say we’re focused on the existing base, but once the sales team becomes 30-40% of headcount, it tends to dominate every conversation. There were some data points in the study around engagement being a big metric for CSM, but that might not be right.
Vimeo just hired their first sales rep 3 years ago to spearhead $20k+ deals … and now they have 100 reps, and are on track to double that headcount. Anjali viewed this as a core place to drive up their metrics, with self-serve converting at half the rate to paid outside the U.S. My Top 10 Learnings: #1. This was interesting.
Headcount isn’t the right story for them, though. Eventually, this team moved out of growth, so their success wasn’t dependent on budget or headcount. Do you want a system that automates playbooks, presents usage data to the team, or creates and tracks a health score? Just like hiring, you don’t want to be lazy here.
There’s a metric the very top founders track quitely, but ruthlessly, that I find other founders either don’t track, or sort of hide from. If nothing else, you can pretty reliability track headcount growth on LinkedIn). That’s % of marketshare. And importantly, if it’s growing, or shrinking. Why does it matter?
But they need the headcount to grow this quickly. #8. They engage once they see metrics that cross a certain threshold: “This is often done with free credits or in a pay-as-you-go model that lets them start quickly and with low risk. This is pretty standard for high-growth Cloud companies, although not terribly efficient.
A lot of mature SaaS companies use the metric of ~$2m in ARR per customer success rep. No headcount limits. More than pays for herself, again. Great Customer Success Managers Can Be Accretive Managing Just $800k-$1m in Existing ARR Within 9-12 Months. I didn’t figure this out until $4m in ARR. No budgets. And hence, accretive.
While these aren’t great metrics if Weave was enterprise, they are still solid for SMBs. Fairly low revenue per headcount, although being headquartered in Utah with a large presence in India does seem to bring costs down. #7. It’s a tough outcome for a team that is working hard to scale well into the nine figures of ARR.
A Fully Baked Financial Model — Including Crystal-Clear MRR and Operating Metrics. You need a baked financial model, that includes sales and marketing costs, scaling over time, headcount, and comparison to comps, and when you’ll need the next round(s). And no crazy aggregated quarterly metrics. Bookings second.
If you have a SaaS startup with a higher-touch sales model where revenue growth is largely driven by sales headcount, the plan needs to be modified accordingly. With the exception of the VP of Sales role, sales staff headcount planning is done on the separate "Sales Team Hiring Plan" tab (re-using a model that I've built for this post ).
On top of that, bottom-line business metrics like customer retention and expansion are in focus for support teams now more than ever. Support leaders looking to expand their support offering will often seek to answer questions like “How can I scale my support without increasing headcount or budget?”
Some define it by headcount, typically around 200-2000 employees, and others by revenue, generally $10M to $1B annual recurring revenue. In rapidly growing companies, the headcount can go from 500-3000 in a matter of months. What metric is this company trying to move by buying your software? They’ll think it’s them.
Decreased revenue per rep, High turnover as you scale headcount. We made our machine more efficient even as we scaled, grew headcount, and skyrocketed our revenue. In the first six months of the year, our team’s headcount grew by almost 60%, yet our revenue outpaced that, growing by 142%.
Your sales headcount. If 20% of your revenue is Smaller customers, 50% Medium, and 30% Large (a not uncommon scenario), align your energy and efforts proportionately. Align your marketing budgets. Your product / dev budgets. Don’t chase “whales” and big deals IF that’s not your core. It’s just going to distract everyone now.
Lots of SaaS founders are preoccupied with employee headcount as an important growth metric, but this indicator is not always true. What does successful company growth look like? Everyone is constantly questioning the value of what they’re doing because no one has time for busy work.
Turning to our customer metrics in the fourth quarter. As Google also reported, usage-based pricing models may weather downturns betterbecause the products they meter grow irrespective of headcount growth, a positive sign for infrastructure. From a geographic perspective, the U.S.
High NRR is magical, but NRR as a metric isn’t a GAAP metric. They kept the headcount kind of flat. Efficiency is a complicated metric, and Mongo isn’t wildly efficient, even at $1.5B 5 — The Average Customer Spend More Than Doubles After Two Years. It can be gamed a bit and is subject to interpretation. Revenue growth.
Maintaining a 100% real-time experience typically requires: Increasing headcount to keep pace with a growing customer base and their conversations. And if you don’t increase headcount, you risk burning your team out. Rate of automated resolution (ROAR) , which is a metric that I’ve designed internally.
Good sales teams typically get the budget, headcount and tools they desire because the function is tied to revenue. As a result, CS teams often have to work harder to make the case for headcount, technology and even product requests on behalf of customers. To that end, here are the metrics you can use to get started.
You’ll find that most SaaS companies at scale use a rough metric of 1 Customer Success Manager for every $2m in ARR. At $2m in ARR, budget $200k in headcount for the CSM positions + support. Tie bonuses and comp to success on both metrics (favor, in most cases, pure retention first, and additional revenue second).
You’ll find that most SaaS companies at scale use a rough metric of 1 Customer Success Manager for every $2m in ARR. At $2m in ARR, budget $200k in headcount for the CSM positions + support. Tie bonuses and comp to success on both metrics (favor, in most cases, pure retention first, and additional revenue second).
Over the past year, many support teams have struggled with budget cuts, reduced headcount, and less bandwidth – while the volume and complexity of customer queries has only risen. So how can you manage a larger volume of queries without needing to add headcount? Challenge #1: Limited team bandwidth, resources, and budget.
1: Capital As an operator, your job is to take money and add headcount and programs to drive the growth engine for your company, You might think of capital as fundraising and budget. As an operator, you’re mostly thinking about your need for your function in isolation — what you need to achieve the goal or metrics assigned to your team.
For these reasons, accurately tracking key sales metrics and benchmarking your performance against peers and market leaders is critical to getting the most out of your sales resources. Typical SaaS Sales Metrics. Underlying those metrics are processes which can improve or reduce performance in each of the above metrics.
Actual GAAP revenue, real recognized revenue is, has, and always will be, your primary metric. With precise headcount and budget needs. You can try and hide this “issue” by talking about bookings instead of ARR. But that’s for suckers. That, and of course, someday, profits. The Good News: It’s Not Too Late for Next Year. How many reps.
With precise headcount and budget needs. I’ll Keep it Simple. I just want you to find a way to do 5 things: First, it’s time to build a real financial and operating model for next year — NOW. Pick a real ARR target for the end of next year, and back into who you’ll need to hit it — month-by-month.
The two of them together own their metrics, and on free, it’s 100% MAU. A piece of tactical advice from Adam is to have fewer metrics, not more. The first thing Adam did when he showed up was remove 80% of the metrics. Do you see massive disruption in workforces and marketing headcounts shrinking because of AI? “I’m
SaaStr CEO Jason Lemkin also wrote how Customer Success has now morphed into part of the sales team and that the 2024 trends in CS include everyone wanting to eliminate humans from support to replace that headcount with AI and bots. The world has changed. We still want to drive retention and growth and make money. There’s a lot of nuance.
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