From €800K to over €2M ARR.
Customers were growing, but the platform’s pricing gave the business little room to grow with them. I helped redesign pricing and expansion around how customers actually used the product.
- Business
- Vertical B2B SaaS
- Engagement
- Fractional commercial lead, roughly 18 months
Over roughly 18 months, ARR rose from around €800K to over €2M. Revenue per account increased around 35%, and net revenue retention moved from approximately 85% to 118%. The founder subsequently sold the business, following this engagement and other business decisions.
What the business needed.
The founder wanted to take this self-serve field-service platform from around €800K ARR to €1.2M and expected more advertising to provide the growth. There was no sales team speaking with customers. The engagement began by understanding the people who stayed, left or expanded their use of the product.
Where progress was getting stuck.
Those conversations showed that customers could add technicians without a corresponding expansion route in the offer. Pricing had stayed flat, and broad positioning made it harder for trades businesses to recognize the product’s relevance. The commercial structure was capturing too little of the value customers were already receiving.
How I helped.
- I researched existing, canceled and growing accounts to understand why customers chose the product and what changed as their businesses grew.
- I designed value-based pricing tiers and a planned migration for existing customers, making the change part of the offer rather than an isolated price increase.
- I developed the commercial logic for per-technician seats, add-ons and in-product expansion.
- I focused positioning on the firms that relied on the product to run their operation, giving those buyers a clearer reason to choose it.
What changed for the business.
Over roughly 18 months, ARR rose from around €800K to over €2M. Revenue per account increased around 35%, and net revenue retention moved from approximately 85% to 118%. The founder subsequently sold the business, following this engagement and other business decisions.
Figures are rounded from client systems. The founder’s subsequent sale followed the engagement and other business decisions.
Where I took responsibility.
As fractional commercial lead, I designed pricing, customer expansion and positioning, then directed the work with a designer and the client’s product and marketing people. Those specialists handled production and billing configuration. I was responsible for the commercial logic and the direction of implementation.
Could this help your business?
If your customers get more value as they grow but continue paying the same amount, it is worth examining how your offer supports expansion. I can help you understand that value and design pricing, migration and next purchases that fit the customer’s use of your product.
An anonymized engagement. Figures are rounded from client reporting and engagement records.
