Monday, April 28, 2025

Stories and lessons from the inside : Navigating strategic renewal and SaaS GTM challenges

 

Teo Wargo / WIREIMAGE / Getty Images / MTV

A few years ago, SAP made a major acquisition in the SaaS world and it took over a prominent SaaS business in the customer relationship space. Recognized as a leader by industry analysts and generating more than a hundred million dollars in annually recurring revenues, the acquisition initially seemed like a success. However, a little more than a year later the business went into a downturn with declining revenues and increasing customer churn.

As a portfolio adviser to the executive board of the acquirer, I was responsible for addressing these issues.

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The core issue seemed clear and yet was complex to solve: a mismatch between the business' unique go-to-market strategy and SAP's traditional sales approach. This was further complicated by having the installed base on a legacy tech stack and new customers on the modern go-to architecture which muddled the customer value proposition and slowed migration of the installed base. The sales misalignment combined wavering product focus and leadership transitions were the root causes of the deteriorating performance.

There were serious discussions about exiting the entire business and selling.

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Faced with these challenges, I initiated a strategic refresh collaborating with stakeholders at both the business and corporate level. The result was a compelling case for retaining and rejuvenating the business rather than a divestiture. Central to this strategy was boosting the sales force, investing in customer engagement, and initiating cross-sell opportunities. The plan also required commitment and investment in the product to secure renewals and unlock pipeline.

The comprehensive end to end action plan was signed off and supported by the executive leadership.

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The implementation of this plan, backed by senior leadership and funding, marked a turning point. And while the proposed changes took several quarters to have a material top line impact, there now was clear executive ownership on the go-to-market side across all sales channels, and the executive attention and support revitalized the whole team.

The journey stressed the importance of inclusive stakeholder management, executive sponsorship and assigning clear ownership and empowerment in complex business environments.


This article was first published on LinkedIn on March 13, 2024


Forget Projects, Embrace Products: 3 Keys to SaaS Success in the Industrial Internet of Things


Inspired by David Cummings

The term Industry 4.0 was coined in 2011, and in the years following many startups were founded to capitalize on the Industrial Internet of Things. 

It turns out that progress has been much slower than expected, and many startups never even reached Product Market Fit (PMF) and lacked the speed to outpace the incumbents. 

I recently discussed this with several startups in that space, and there are 3 common principles that all of them highlighted:


1. Move beyond the project mindset and embrace products

Forget one-off projects. It's tempting to cater to everyone, but resist the urge. Focus on building a robust, reliable product that scales effortlessly. Think repeatable installations, not custom solutions. Saying "no" to non-scalable customizations sets you free to move faster.


2. Hire a salesperson

Involving your salesperson early helps them truly understand customer needs and guide the customer towards product-aligned solutions. This transparency builds trust and respect and fosters long-term relationships.


3. Go beyond flagship customers

While valuable, don't rely solely on big names. They may leave you exposed. Diversify your customer base and focus on building a sustainable core.


All of this is counterintuitive, and none of it is easy. And yet, it is the way to get out of pilot purgatory or to avoid it altogether.


This article was first published on LinkedIn on February 13, 2024


Life as an independent adviser inside a large multi-unit company


 Image: The Post


In my capacity as strategic portfolio adviser to the Executive Board, I had the privilege of partnering with the management team of a newly acquired, rapidly growing Software-as-a-Service (SaaS) unicorn during the integration into the acquiring entity. This role allowed me to embody the essential qualities of an independent board member: loyalty to organization and shareholders, diligent care, and the ability to serve as a non-judgmental sounding board. My involvement was particularly pivotal during the Quarterly Business Reviews (QBR), an important period of reflective assessment and strategic planning.

From the outset, there were challenges in fostering fully transparent and comprehensive dialogues with the executive team during these reviews. Recognizing the need for change, I took the lead in overhauling the QBR format: The revamped approach not only highlighted the quarterly business achievements and the areas for improvement but also delved into strategic matters, extending beyond the conventional metrics. This was facilitated by cultivating direct, personal connections with key executives, both in the lead-up to and following these reviews.

The revamped QBRs markedly improved the clarity and productivity of the discussions, setting relevant goals and elevating leadership accountability. They ushered in a new era of transparency within the business and aligned the management's endeavors more closely with the executive board's aspirations for enduring value creation. The board's efficacy was amplified through meticulously planned briefings, debriefings, and diligent follow-through on board decisions.

Moreover, these sessions created an environment where achievements and challenges were openly discussed, mirroring the candid nature of startup board meetings. The revised QBRs balanced support of the management team with providing constructive challenges, thereby ensuring a holistic approach to governance and leadership.

This role also underscored my position as first-line adviser during challenging times, and my blend of independent thinking and informed insight offered a unique form of guidance. Furthermore, my efforts played a crucial role in significantly facilitating QBR communication and strengthening the relationship between the executive board and the management team.


This article was first published on LinkedIn on February 7, 2024


Samsara: The industrial IoT company that is a SaaS super star

 


Samsara is not a pure software company like other SaaS players. Instead, this Industrial Internet of Things (IIoT) company has built a range of hardware sensors for industrial applications and is providing the software to unlock value.

Samsara is one of only six SaaS companies with more than 1 billion US dollars in annual recurring revenues (ARR)*. It is one of only two publicly traded SaaS companies in the industrial tech space. Samsara went public on the NYSE on December 15, 2021 with already $493 million in ARR.

Such success is a prompt to look at three key SaaS metrics in more detail: Revenue growth, the ‘Magic Number’ as a proxy for sales efficiency, and the ‘rule of 40’ as indicator of how fast-growing SaaS companies balance growth and profitability.

There is broad consensus in the investment community that GAAP principles are not suitable for SaaS companies, and that a different set of metrics is needed to actually run a SaaS company and to benchmark performance against a peer group of competitors on a quarterly and annual basis.

It is important to note that no definition is ‘better’ than the other but it rather matters to pick one definition and execute against it. Scale Venture Partners in Silicon Valley has probably most extensively used, benchmarked, and written about SaaS metrics, and they have defined ‘Four Vital Signs of SaaS’.

The Samsara performance can be compared against C3.ai as the only other publicly traded industrial tech company and against the median and mean of the Meritech benchmarks for publicly traded companies as of November 14, 2023.


46% year on year last twelve months (LTM) revenue growth

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Samsara revenues increased by 46% over the past twelve months; twice as much as the mean SaaS company.

The picture is similar for the implied ARR growth with Samsara at 43% vs. 19% for the SaaS median and the mean. Next twelve months (NTM) revenues are expected to grow by 31% vs. 15% for the SaaS median, and 17% for C3.ai.

Samsara has introduced SaaS pricing to the Industrial Internet of Things (IIoT) where they price their subscriptions on a per asset per application basis. They committed to a multi-product strategy early on, and today offer 21 products across 5 core use cases.


Magic Number >1 is a proxy for sales efficiency


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For a recurring revenue business, the ‘Magic Number’ is calculated as current quarter net new implied ARR divided by prior quarter non-GAAP sales and marketing expense. A Magic Number greater than 1x tends to be a compelling business investment, and a sample of public SaaS company benchmarks can be found here.

Samsara maps well against the median SaaS company (no data was provided for C3.ai). On one hand this is a positive given that sales in the industrial tech space tend to be highly complex. On the other hand, an industry focussed SaaS company like Veeva is able to achieve a best in class magic number of 3.9 by focussing on the pharma space. While Samsara has more than 50% of their customer base in transportation, trade and construction, they are serving a very wide range of industries.

Samsara has consistently generated between $60 and $70m in net new ARR over the past four quarters. The median SaaS average contract value (ACV) is $70k. Both Veeva and C3.ai sell contracts > $1 million. While Meritech does not provide an estimate for Samsara, the S-1 filing from November S-1 listed a large SMB customer base and an average ACV of $20k. Recent results have highlighted that the share of deals >$100k contribute about half of the ARR and is rising. In fact, Samsara has identified mid market customers between SMB and enterprise as the starting sweet spot.

Samsara primarily sells through a direct sales force, which focuses on landing and expanding large enterprise and mid-market customers with numerous physical assets. The net new revenues are equally contributed from new customers and from upselling existing accounts.The focus is multi-application adoption: Customers may land with large-scale, multi-application contracts, or land with one application within one division and expand their adoption over time.


Rule of 40

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SaaS management teams are driving towards either rapid growth or increased profitability, and the Rule of 40 has become a construct for framing the balance of these two phenomena. The Rule of 40 (‘Ro40’ or ‘efficiency score’) states that, at scale, a company's revenue growth rate plus profitability margin should be equal to or greater than 40%. A ten-year look at the data shows that the Ro40 has remained quite consistent among public SaaS companies, suggesting that the measure is a useful barometer of the balance between a business' expansion and profitability, and by extension, the general sustainability of company performance over longer intervals of time.

Samsara clocked an impressive 43% implied ARR YoY growth at a negative  -3% FCF margin to yield a  40% efficiency score. Samsara is on the way to a positive FCF margin for the year and generated positive FCF in their Q2 in 2023.

Median SaaS companies grew 19%  but had a positive FCF margin for a 31% efficiency score (no data was available for C3.ai).

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* At the time of writing, the others are Snowflake, Cloudflare, Crowdstrike, Scaler and Bill.com

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This article was first published on LinkedIn on November 28, 2023

Why Every Startup Needs Independent Board Members And Why Now


Much has been written about the governance of public companies, and both Nasdaq and NYSE have explicit rules regarding the requirements for and number of independent supervisory board members on boards and board committees. 

Venture capital funded startups are private companies which have no such requirements unless and until they go public. The boards of these startups are often dominated by the representatives of the venture capital firms, but the best boards are independent. Yet, independent director positions are often left vacant and only 40% of Series B boards have an independent director. Founders should add external, independent board members as early as Series A.

The CEO relationship is the basis for the independent director’s role. An independent director helps build a strong relationship between the CEO and the board and facilitates boardroom communication.

Great independent board members add relevant experience in addition to being ’neutral’. Picking and appointing an independent board member is at least as important as hiring key executives.

 More about what founders of VC funded startups should look for and how to go about it 

👉 on slideshare 👈


This article was first published on LinkedIn on August 8, 2023

The New 'Hidden Champions' in Industrial Tech

 




The top 10 startups of a new generation of industrial tech companies in Germany have raised more than $1 Billion in capital: 

  • Agile Robots
  • KONUX
  • KINEXON
  • Wandelbots
  • NavVis
  • NEURA Robotics
  • emnify
  • TWAICE
  • SimScale
  • HiveMQ

Much of the innovation is centered around software; half of the top 10 as a stand-alone play and the others leveraging software to innovate in IIoT and robotics. 

Nine of the top 10 are founder led, seven of the top 10 are in or around Munich, and 3 of the top 10 were founded in 2012; the last in 2019. 

Seed rounds were funded locally; growth capital comes from international investors 

And the next ten candidates have already been funded to the tune of $400 Million.

All of this is discussed in more detail 👉  on slideshare 👈


This article was first published on LinkedIn on July 13, 2023


Technologische Revolutionen sind notwendig, aber alleine nicht ausreichend

Carlota Perez: Technological Revolutions and Financial Capital

Philipp Herkelmann hat vor einiger Zeit detailliert beschrieben, wie groß das unternehmerische Potenzial für Startups im 'deep tech' Bereich in Deutschland ist und hat dabei die notwendigen Voraussetzungen für mehr Investitionen im frühphasigen Bereich identifiziert. Insbesondere haben die staatlich (mit-) finanzierten Großforschungseinrichtungen wie Fraunhofer, Max-Planck und andere keinerlei Anreize und Strukturen, um Ausgründungen zu fördern. Damit wird ein signifikantes Potenzial für zukünftige potenzielle Startup Einhörner verschwendet, insbesondere da beträchtliche Forschungskapazitäten von den Universitäten an eben jene Einrichtungen verschoben worden sind. 

Das ist aber nicht alles. Für den Wohlstand eines Landes ist es wichtig, wissenschaftliche Entdeckungen und technologische Durchbrüche nicht nur zu fördern, sondern insbesondere zu kommerzialisieren. Eine Kommerzialisierung grossen Stils wird entscheidend von dem eingesetzten Finanzkapital zur Verbreitung dieser Technologien getrieben, indem es Ressourcen für die Marktvorbereitung, die Kundenakquise und die Überwindung anfänglicher Hürden bereitstellt. 

Hier fehlt es, von wenigen Ausnahmen abgesehen, an qualifizierten und erfahrenen Wagniskapitalgebern, die diese grossen und hochriskanten Wetten mit dem Geld ihrer Investoren eingehen wollen. Es gibt in Deutschland keine Wagniskapitalgeber wie Vinod Khosla oder Lux Ventures- um nur zwei von vielen zu nennen -, die thesengetrieben dutzende und hunderte Millionen von Euros in konträre Technologien und Marktentwicklungen investieren. 

Biontech ist seit vielen Jahrzehnten die einzig positive Ausnahme, bei der diese Skalierung mit Hilfe privater - nicht institutioneller - Investoren stattgefunden hat.

Dieser Artikel wurde zuerst am 3.6.2023 auf LinkedIn veröffentlicht.