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Metrics that Measure Up

Author: Ray Rike

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Thought leaders across the B2B SaaS industry, provide thought-provoking insights in an interactive dialogue on how data-driven, metrics informed decision making impacts SaaS company performance.
32 Episodes
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If you are contemplating VC funding, this episode of the Metrics that Measure Up podcast is like receiving a master's degree in pitching to VCs from Bill Reichert and his book "Getting to Wow"Key concepts covered include: Ensure your pitch follows the three C's- Clear- Compelling- CredibleCLEAR is removing the complexityDo not fall into the "experts curse" - only you have the depth of expertise on the topic- Ensure anyone can understand what you do in 1-2 sentences- Test your message with fresh brains before your pitch to VCsCOMPELLING - Investors are human - they invest with their "heart" - not just their "head"Ensure your pitch invokes emotional engagement- Go beyond the facts and use short stories ofhow customers are being positively impacted- Imagine if..."CREDIBLE - phrases like "disrupt the entire health care industry" or "we can capture 10% of the market and have $1B in revenue" - can negatively impact your credibility- real life customer stories and proof points go much fartherPITCH DECK - their is no template that fits every pitch but a common theme is - LESS slides is much better (15 or fewer)STORY TELLING - Do not use a single story arc or start with a personal story that led to your creation-use small stories to highlight key pointsEnsure you highlight the SPEED and EFFICIENCY of your Customer Acquisition to highlight your customer acquisition process is repeatable and scalable.  Key metrics go beyond just sales cycle length and customer acquisition cost, but also efficiency metrics like Customer Lifetime Value to CAC ratio and your gross margin.Getting to WOW is based upon observing and participating in thousands of entrepreneur pitches to VC's and has been distilled into a guide for any first time or even experienced founder evaluating VC funding.
Breaking into B2B Sales, especially Enterprise level B2B sales is still a challenge for many in todays Cloud and SaaS industry.  Even more difficult for those who do not have relevant experience,  ore connections and thus the access and opportunity that comes with many forms of inherent privilege.Gidget Pugh broke through those barriers, not in 2021 but beginning in 1998 with the power of self-confidence, drive and often the most important stimulus of all - a compelling reason to bet on yourself.In this episode of the Metrics that Measure Up, we speak with Gidget Pugh a 20+ year veteran in B2B sales who has recently transitioned into founding and launching her own social media agency focused on the community that she is so passionate about - small business - starting in the town that made Gidget who she is - Oakland, California.Gidget shares her journey from mortician - yes a mortician to her first role in B2B Sales at QRS.  QRS was the world's largest subscription platform for sharing UPC codes in their product catalogue across the retail industry supply chain in 1998. Then she leverage that experience to working at household technology brand names including Oracle and Facebook.One of the main topics we discussed was how Gidget maneuvered within an industry and companies where often she was the only female, African American in the sales organization if not in the entire company.  A recurring theme of "self-confidence" and "color blindness" were critical to her in every environment she entered.We then move on to her decision to leave the corporate world to launch her own social media agency, Socially Focused to help small and medium size businesses to harness the power of social media and on-line engagement building to counter the impact of COVID on their physical presence business and prepare them for the world of digital commerce that has been accelerated by the experiences and resultant digital transformations of every industry.This is an amazing story of drive, determination and self-confidence that provides everyone looking to move beyond the environment of their current state into the future of opportunity a great story of inspiration and reality all in one.
M.R. Rangaswami is an enterprise software executive, angel investor, entrepreneur, corporate eco-strategy expert, community builder, and philanthropist.  Wow, is right as his accomplishments are admirable.  M.R., as he is known across the software and Cloud/SaaS industry, and around the globe founded the Sandhill Group and sandhill.com in 1997.   In fact, the Wall Street Journal placed MR on their front page to highlight his early commitment and success as a leading angel investor in the early days of the Enterprise software movement in Silicon Valley.  With over forty years in Silicon Valley,  M.R.  is probably the most networked person in the industry, through his experiences and connections from founding the Enterprise Software Conference, the Enterprise Retreat for the top SaaS CEOs, the Eco-Forum which is a membership only community of the top 100 executives responsible for driving sustainable green initiatives in Fortune 500 companies, and most recently, Indiaspora to transform the success of Indian American's into meaningful impact worldwide.In this episode, MR discusses the secrets to building his network in Silicon Valley and beyond.  He highlights the importance of understanding the difference in building your network versus networking.  A key attribute to building a strong, lasting network is to have no expectations beyond helping those in your professional network.  Don't sell, don's solicit business, just identify how you can help each person in your network and watch the dividends pay back over the long term.MR and I cover the evolution of the Enterprise software industy to the Enterprise Cloud/SaaS market, the impact that leading cloud and technology companies are having on energy efficiency and green initiatives.  If you are a fan of the Silicon Valley experience, and curious to understand how one of the industry's best and most well respected connectors has built his network and reputation, this is a must listen.
If you are responsible for driving revenue growth at a SaaS company that is preparing to raise Series A or Series B funding, what are the key metrics investors will expect you to know cold?That is exactly what Doug Landis,  Growth Partner at Emergence Capital shares on this episode of the Metrics that Measure Up podcast.Doug's journey to becoming Growth Partner at Emergence Capital, the first Venture Capital firm created specifically to invest in SaaS companies, is one of pedigree. Starting at Google as a skills productivity manager, then on to corporate sales productivity at Salesforce, followed by the position of Chief Story teller at Box and now, Growth Partner at Emergence Capital.During this episode, we discuss a wide variety of topics including the top metrics that every Chief Revenue Officer and SVP Sales should now before having a meeting with a growth stage fund, when trying to raise a Series A or Series B round of financing.The conversation moves on to the importance of understanding your customer acquisition and retention metrics on a cohort by cohort basis.  Sales and Marketing integration versus alignment became a critical topic, and one that directly impacts the role of the CRO and the performance of the key customer acquisition performance metrics.Finally, we discuss the concept of pattern recognition, which is a key skill that VC's and experiences revenue leaders alike must develop to be successful.  An element of pattern recognition is that it is critical to understand industry benchmarks that are relevant and appropriate for your company, including stage, size, annual contract value and distribution model.This is a fast moving, high energy discussion that highlights why Doug is known as an excellent story teller!
As businesses shift towards the Cloud, SaaS has become the de facto distribution method for modern day software solutions across the US and increasingly so in Europe. Joyce Mackenzie Liu, Founder of Pegafund which provides go-to market strategy and financial planning services to early stage, high growth B2B SaaS companies shares her perspective on the European ecosystem.In this episode, Joyce shares that the majority of investment volume in European SaaS companies occurs in the pre-seed, seed and Series A stages of funding in large part thanks to generous government support. European and country-specific governments remain the largest investor in technology and entrepreneurship, providing direct and indirect funding in the form of individual tax credits, startup grants, and VC equity and debt fund managers.The beauty and challenge of scaling an European SaaS company is the fragmentation of the continent and the distinct business cultures in each region.  Europe can be broken down into 8 smaller "target markets" : 1) UK and Ireland; 2) Scandinavia/Nordics; 3) Baltics; 4) Germany and DACH; 5) Benelux (Netherlands and Belgium); 6) Spain and Portugal; 7) Italy; and 8) Eastern Europe.  Each country within a sub-region has its own legal and tax framework as well as business customs. This market reality requires different go-to market motions for each region, making it more difficult to scale across Europe. This phenomenon encourages more creative and out-of-the-box thinking which Joyce believes leads to a relative higher likelihood of European SaaS companies having successful US expansion when go-to market fit has been achieved across Europe.The main KPI's for SaaS companies across Europe are very similar to the U.S.; the metrics also evolve in tandem at each stage of business maturity: < $2M ARR, $2-5M ARR, $5-10M ARR and > $10M ARR. In order to get to the right metrics, it requires a business, its leaders and Board members to invest early into data quality and SaaS reporting & metrics, ideally before raising an institutional Series A funding round.We also talked through some examples of private and public B2B software companies in Europe and the US, and how those with impressive growth metrics and unit economics command much higher valuations from investors and buyers alike.  In fact, at over $400 million in ARR, UiPath, a business founded in Romania, is one of the fastest growing global enterprise software companies today.The episode closes off with some tips and best practices for European SaaS companies launching and expanding into the U.S. market.
Have you ever thought it would be cool to see a website from 5 years ago, 10 years ago, even 20 years ago?That is exactly the vision that Brewster Kahle, founder of the Internet Archive and The Wayback Machine first started to develop in the late 1990's!In fact, Brewster was developing the Wayback Machine simultaneously to running Alexa Internet, one of the first internet browser plug-ins to track user web activity, which was ultimately sold to Amazon in 1999 for $250M in Amazon stock!Over the last 20 years, the Internet Archive has built the worlds largest archive of internet content - think the LIBRARY of the Internet.  The magnitude is incredible:- 516 Billion Web Pages- 70 Petabytes of Storage- 6 Million Movies and Videos- 600,000 Software Programs- 1.5 Million Audio Files- 1.5M Daily UsersBrewster was voted into the Internet Hall of Fame (yes, their is an Internet Hall of Fame), and is one of the most visionary, insightful and visionaries in the Internet ecosystem.Listen to this 30 minute session with Brewster and you will come away with a sense of excitement and possibilities that we have not yet realized in the internet economy!
The most interesting dilemma for a CEO?  The decision that comes with having the option to go public or accept a strategic acquisition offer.Tom Reilly, former CEO at Cloudera has been a CEO with the experience of selling a company to IBM, another company to HP and then taking Cloudera public after raising $766.5M from strategic partner, Intel.Tom says a CEO should invest 20% - 30% of their time working with strategic partners - do not outsource to your partnership team.  In fact, this advice comes from the experience of Tom working closely with the CEO at Intel which led to their strategic investment in Cloudera.Strategic buyers use partnerships to evaluate the value and fit of a strategic acquisition.  It is critical to have well defined performance metrics for strategic partnerships, including close rates, annual contract value, gross and net dollar retention rate and CAC payback period to highlight the financial performance and efficiency of strategic partnerships.We then turned to discuss the decision to go public versus accepting a strategic acquisition offer.  Tom shares that IPOs  and being a public company do have their challenges - and that there are many great options including Private Equity, Growth Equity and now SPACS!Being public comes with heightened scrutiny on quarterly performance and transparency - which can be distracting.  Developing the capability and culture of being able to accurately forecast quarterly revenue, margins and provide longer term guidance needs to a be a focus and competency developed three to four quarters before an IPOHot take #1 - being capital constrained can led to learning how to operate more efficiently - it may not always be best to take a lot more capital than needed OR at least ensure the culture of efficiency is maintained even after taking a large sum of investmentHot take #2 - companies have to start early to instrument, capture, analyze and make metrics informed decisions earlier and faster - numbers do not lie!!!#IPO #SaaS #cloud 
B2B Communities caught fire in 2020 - especially B2B sales communities.  Revenue Collective, Sales Hacker, Modern Sales Pros, RevGenuis, and Bravado all dramatically increased their membership and levels of engagement following the onset of COVID.Who better to discuss the trend of B2B communities, than a founder of the world's largest B2B network, LinkedIn.  Konstantin shares the key differences between a B2B  community and a B2B networkKonstantin shares the four variables that are required to build a scalable, sustainable and engaging B2B network.  He also discusses the techniques that LinkedIn used to quickly reach 1M+ members, and how "Social Capital" was key to gaining initial momentum.Did you know that Inmails used to cost $10 each, or that the only way to join LinkedIn initially was through a referral?In a classic entrepreneurial pivot, we moved quickly from the back story of LinkedIn's early success to how walking meetings were a hallmark of the early days at LinkedIn, and have retained their allure to Konstantin as he mentors and advises new entrepreneurs.Lastly, we discuss Konstantin's founders' journey and he shares some advice based upon his own experiences at LinkedIn.
Mike Smerklo is by any measure a story of entrepreneurial success.   Mike founded a search fund which led to the early stage acquisition of ServiceSource, and he took it to over $300M in revenue,  took the company public, and was the CEO for over 13 years.Then Mike followed his passion to help fellow entrepreneurs and founded Next Coast Ventures in Austin, Texas long before Austin was being heralded as the next Silicon Valley for software.His secret, which threatened his success throughout his founder's journey is now out in the open,  in his book, Mr. Monkey and Me.  Mr. Monkey is a symbol for the fear, uncertainty, and doubt that every entrepreneur and founding CEO will face.During the podcast, Mike shares his "SHAPE" framework, to help fellow entreprenuers understand and mitigate that inner voice of doubt...the imposter syndrome.  SHAPE is an acronym for Self-Awareness, Help, Authenticity, Persistence, and Expectations.During our conversation, we also talk about the "strength" of showing vulnerability by asking for help, even when you think as the CEO you need to always portray strength by having the answer to any problem...an impossible expectation.Mike shares that you are not alone with those private thoughts of fear, uncertainty, and doubt that comes with the entrepreneurial and CEO journey, and provides some helpful advice and even a framework to make your "Mr. Monkey" for favorite frienemy.
In this episode, we continue the discussion with the authors of Selling the Cloud. Building upon the first half of our conversation where we discussed the need for grit and passion to be success full in Enterprise sales, we move into several new topics. The Power of No is a key skill to develop.  A great enterprise sales professional is qualifying prospects out every step of the process to reduce time investment on low probability to close opportunities.  Often the most important "no" is to walk away from blind RFP's that you have had no opportunity to influence or understand before receiving. The other skill is to understand "no means no" but also to ensure the prospect understands you are available to help if they need to re-evaluate their decision that did not include you.The importance of credibility and trust, often starts with the enterprise sales professional knowing when to walk away from an opportunity where you know your solution is not appropriate.  Buyers will respect your integrity, and your trust capital over the long term will grow.One fundamental step to being able to walk away from poor fit deals - investing more time in building a high quality, healthy pipeline.   If you build more pipeline than you think is required, you will not force-fit your solution into opportunities you should have walked away from in the first place.We discussed their hot take that  "opportunities close themselves".   If the enterprise sales professionals manage the process by ensuring the buyer has all of the information they need to make a decision, that closing is a natural step, and not the primary objective!?We also discuss why Customer Success is not just a department - it is the responsibility of everyone who touches the customer, especially sales.  In today's land and expand, recurring revenue model, having a Chief Revenue Officer who owns customer acquisition, expansion and retention is a key element to ensuring customer success is a culture...not just a function.Finally, we bring out the crystal ball by having Mark and Paul share their perspectives on how Artificial Intelligence (AI) will impact Selling the Cloud...if you are an Enterprise sales professional you will like what they have to say which is AI will serve to decrease the time spent on administration and increase the time available to invest in serving the prospect!!!
In this episode of the Metrics that Measure Up podcast we are joined by Paul Melchiorre and Mark Petruzzi - authors of Selling the Cloud.Paul has over 30 years of experience in enterprise sales leadership, at leading companies including  Anaplan, Ariba,  SAP, and now in Private Equity.  Mark brings over 30 years of experience in strategic consulting firms including Deloitte, N3, Accenture and operating roles at Oracle, and Ultimate Software.GRIT was the first topic we covered as a required attribute for every enterprise sales professional. Paul shared some of his best tips to identify grit during the interview process.  Mark added the importance of passion as a critical component of the "WHY" behind grit.We also discuss "process versus playbook", and why flexibility differentiates good versus great in the SaaS industry.   Paul shares why he believes that no one sales methodology is that much better than another and that the primary benefit is the standardization of language while also maintaining the flexibility to embrace the reality of each company.Playbooks that work at a large, established entity like Salesforce is most likely at a < $10M company without the same brand name recognition....flexibility is key.My favorite topic was discussing why  "Discovery" is the most important phase of the sales process.  Being able to ask meaningful questions, listen to the answers, and learning everything possible about why the buyer will really buy by putting yourself in their shoes...and it's not about your product's feature/function.Next, we discuss "3 Level Listening", which includes gathering data, identifying what is meaningful to the buyer, as an individual first before their company, and then applying it to your efforts. Mark shared how Charlie Green and his trusted advisor approach highlights the need to control your own ego, be present in listening, and focusing on truly understanding what the buyer is saying - active listening + thinking aloud.Paul then shares why "balance" of performance across the entire sales organization is so critical to building a high-performance organization.  Balance was defined as having at least 70%+ of sales reps hitting quota.Finally, Mark shares the lessons he learned from Hollywood and why storytelling is so important to being a top-performing enterprise sales professional - especially customer stories!
B2B Sales communities are all the rage in 2020.  Sales Hacker, Modern Sales Pro, Bravado, Revenue Collective and now RevGenius are building B2B sales communities to provide experiences, connections, ideas, and research.Jared Robin, co-founder at RevGenius recently joined the podcast to share the story behind Rev Genius and his vision for the community."Necessity is the mother of invention" a catalyst for RevGenius as Jared contemplated the next step in his career journey due to the impact of COVID. Jared felt too many communities felt "exclusive" and were not truly open RevGenius started as a LinkedIn Group to share events for B2B sales professionalsJared's desire to include members across revenue teams, including marketing, sales development, RevOps, etc. was a goal to enhance "revenue team alignment" .  Jared shared his thought that the path to CRO is not only through sales, so it's critical to gain insights, experiences, and connections across every revenue team functionThree key metrics to measure the success of RevGenius- Member Acquisition- Member Engagement- Monetization - not a top priority.....yetJared strongly believes that professionals need to take responsibility for growth,  and not depend solely on the training and experiences you gain from their current employer. If you want to level-up or grow = community involvementTwo key thoughts for everyone to make the community vibrant- Always be Helping- Always be LearningIf you are interested in learning more about building on-line communities or to evaluate why you will join a revenue team community, this episode if chalked full of insights.
In this episode of the Metrics that Measure Up podcast we are joined by Howard Brown,  Founder and CEO of ringDNA.How does being a clinical psychologist lead to founding a Sales Engagement Platform company?  Howard shares the common theme - helping individuals and companies overcome THEIR challengesKey topics discussed include that if B2B companies are too focused on internal processes leading versus the customer's motivation to buy.  Sales training represents a major opportunity to improve alignment to the buyer's journey, especially the prospect's personal needs.  Howard discusses why increasing business acumen is a significant area of opportunity.We also discuss that "coaching" is different from training and a large opportunity to increase sales productivity.  You should be asking yourself,  how much time are sales managers investing in 1:1 coaching versus administration, planning and managing versus coaching.Sales #1 job is to HELP buyers make a decision and it may not be your solution - play the long game. Too much focus on quarterly numbers versus customer needs can lead to short term gains at the expense of long term company valueHoward shares his insights are why Marketing, Sales and CS alignment STARTS with aligning to the buyer's journey AND starts at the top with the CEO!  Howard experience is that Go-To-Market models need to be re-designed, centralized, and informed by customer journey dataHoward summarizes our discussion with the quote " We are moving to an Experience Economy" and companies that align to the customer journey will be the long term winners!!!
Founding a B2B SaaS company is an exhilarating, yet high-risk experience. Creating a new market category at the same time even higher risk and often serves primarily to pave the path for second-generation market entrants who learn from the successes and failures of the first generation.Anurag Khemka, is a founding father of B2B Marketing Automation. Back in 1996, when the internet was first being commercialized, most B2B marketers were just starting to think about how to develop more personal, 1:1 relationships with potential customers.Anurag founded MarketFirst, the first generation of enterprise-class marketing automation technology.  Developing the software was the easy part, educating an entire market on how to design, build, and execute B2B marketing campaigns on the internet was the real challenge.Marketing Automation is now one of the most mature segments of the MarTech market (8K+ companies).  Marketing Operations is a mature, yet still evolving profession that was spawned out of the need to manage and maximize the return on Marketing Automation investments.Anurag is a founding father of both Marketing Automation and Marketing Operations, and for anyone who seeks to better understand how history predicts the future,  you should listen to this episode!
In this episode of the Metrics that Measure Up podcast - Court Lorenzini, Founding CEO at DocuSign discusses his journey to co-Founding DocuSign and then his decision to leave after five years to found two more companies.During our conversation, Court shared his unique path to DocuSign, including his father's legacy as a founding father of Silicon Valley and his habit of recording his observations of how people managed difficult situations starting at the age of 13.Court  shares his belief that most CEO's are strongest or prefer one of the three stages that every start-up moves through including: 1) Napkin to Product-Market Fit; 2) Rapid Growth and; 3) Profitability.  Court loves, and used the term "Fills my Cup"  when discussing the joy he finds from starting companies and achieving Product-Market Fit.Court also shares his two key pieces of advice for aspiring entrepreneurs including: 1) Pressure test your idea rigorously to the point of trying to kill it early and often and; 2) Learn from predecessors who have attempted to blaze a similar path in your same market previously.Finally, Court shares his premise that founders created 70% of Terminal Value in the first five years of a companies life.  So, if your cup is filled by creating and establishing product-market fit, and you believe in statistical probability, it may serve founders better to repeat the company creation process multiple times to optimize the probability of great success.
In this episode of the Metrics that Measure Up podcast - David Appel, Head of the SaaS Vertical at Sage Intacct shares his insights and lessons learned from over 1,500+ SaaS financial solution implementations.During our conversation, David and Ray discuss several key attributes and approaches that SaaS CFOs take to ensure the data, metrics and KPIs they collect can tell the story of what the "financial data" is telling.Great finance leaders make sure financial information and KPIs get out to everyone as soon as possible to enable timely, data-driven, metrics information decision making.  Great CEOs and CFOs ensure the measures that each department have in place are directly linked to the corporate objectives, and not allow functional leaders to primarily highlight those metrics that show their function in the best light, but not for the benefit of the entire company.Dave ends this episode with a quote from Steve Jobs "Building great companies is not dependant on the hierarchies that run companies, but they are built upon the ideas that run companies".
In this episode of the Metrics that Measure Up podcast, we talk with Jon Miller, co-founder of Marketo and Engagio,  and now Chief Product Officer at Demandbase is a MarTech visionary. Marketo was purchased in 2018 by Adobe for $4.75B, and Engagio was recently acquired by Demandbase.Jon shared the B2B Marketing metrics that matter and the lessons learned in his personal career journey as a founding father and leading MarTech visionary.Jon shared how 1st gen Marketing Automation was designed to automate a linear process with discrete hand-offs between marketing and sales. We also discussed how today’s buying process requires insights into demand and buying intent BEFORE a buyer visits your website.We also discussed how the evolving land and expand customer acquisition model requires a non-linear, collaborative process between Marketing, Sales, and CSThe most interesting conversation for your host was Jon's perspective on the top KPIs for today's B2B Marketersincluding: 1) Pipeline Growth; 2) New + Expansion ARR; 3) Return on Investment.  B2B Marketers still need leading indicator metrics that show how buyers are progressing across the buyer journey, such as stage by stage conversion, but measurements such as website visitors, leads, and content downloads are mostly vanity metrics.As a thought leader in Account-Based Marketing and Account-Based Sales, Jon highlighted this new Customer Acquisition and Expansion model requires new KPIs and benchmarksJon also discussed his decision to leave Marketo and why the time was right now to combine Engagio and DemandbaseJon's comment that he is driven to “build the next great marketing platform”,  coupled with his career journey exemplifies his vision, commitment, and passion for marketing technology#SaaS #b2bmarketing #KPIs
In today's episode of the Metrics that Measure Up podcast, Thomas Stewart, Executive  Director for the National Center for the Middle Market shares some very interesting insights into the 200,000 companies that represent 1/3 of the American economy.Highlights included that 85% of Mid-market companies are private, 33% are family owned and 17% are in the manufacturing industry.  On average, middle-market companies grow an average of 6.5% per year, 3% faster than the average S&P 500 company.Middle Market companies that view Digital Transformation as strategic and are advanced in adoption grow at an average of 9.5%, almost 50% faster than their peers.Lastly, middle-market companies buy technology very differently than larger, Enterprise companies.  They typically will not pilot or test innovation, they will watch...watch....watch and then jump in headfirst.  Definitely not your early adopter persona.A great listen for anyone responsible for doing business in the middle market - or just wants to learn more about the middle market.
In today's episode of the Metrics that Measure Up, Sally Duby, Chief Sales Officer at The Bridge Grop discussed the findings from their Sales Compensation research conducted in August, 2020 in partnership with the Silicon Valley Vice President Sales Group.Sally shares benchmarks and compensation trends across a wide variety of roles including Chief Revenue Officer, Field Sales - Account Executive, Inside Sales - Account Executive, Sales Development Representative, Sales Operations and Sales Enablement.The trends identified since the latest research The Bridge Group conducted in 2018 is quite surprising.  In this episode we find unexpected trends in Equity, On-Target-Earnings by Annual Contract Value (ACV) and how Quotas vary so greatly based upon ACV.
In this episode of the Metrics that Measure Up podcast, William Cordes, Founder and CEO of KPI Sense share the insights and perspectives gained from providing CFO and finance advisory services to  SaaS companies.One interesting insight was when William shared that Days Sales Outstanding - the time from invoice to payment  is the financial metric that has been impacted the most at  B2B SaaS companies since COVID.Other key insights discussed include why detailed monthly financial reviews have increased in importance due to the impact of delayed cash receipts, decreased new ARR, and increased cash burn, how multiple scenario analysis + dynamic planning should be used for 2021 planning.We also discussed why the B2B SaaS industry needs more consistent KPI calculation and reporting for public and private SaaS companies - but not currently covered by SEC, FINRA, FASB or GAAP regulations.Lastly, William shares the core KPI foundation that is required for an early stage B2B SaaS company needs to have in place to successfully scale including:-a solid financial data infrastructure & data structure-standard rules to ingest transaction data for analysis-scalable process that works at $5M ARR and $50M ARR-quality data that is consistently maintained
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