We were opening new markets. Revenue leaked. Investors noticed.
Customers signed up in every new market, then revenue leaked: what we charged didn't match the value customers got, billing didn't match pricing, and too many customers didn't stay. Here's how we found a 63% modelled revenue opportunity and lifted revenue retention by 24%.
We need revenue to grow with every new market. But despite new customers, we're still missing our revenue targets.
New markets were growing, but revenue wasn't keeping pace, and the Series B investors noticed. Leadership's ask was to support international growth: which markets to enter next, and how to win demand there.
But the business didn't only need more demand. It needed to keep more of the revenue it was already winning. Because market strategy, pricing and billing had grown up separately, the way it charged and the way it billed no longer fitted together. Customers paid less than the value they got, and too many didn't stay. Revenue was leaking away after customers had already said yes, and every new market made the leak bigger.
The question changed from “Which markets do we enter next?” to “How much of the revenue we win are we actually keeping?”
This is where the company could have opened another market. The bigger, cheaper win was in the markets it already had: charging for the right things and keeping the revenue it had already won.
Win it, charge for it, keep it.
I recommended fixing how the company made money before opening more markets. I modelled pricing and packaging options against the value customers got, sized the financial impact, and gave leadership a quantified basis for deciding where to invest.
Led a 22-person intelligence and research team to set market-entry priorities across the UK, Ireland, EMEA and Canada.
Changed what the company charged for, and how, so the offer matched the value customers got.
Traced revenue leaking in APAC to gaps between the pricing model and the way it was billed.
Gave Product, Sales, Marketing and Customer Success shared commercial KPIs: win revenue, and keep it.
More value created. More of it kept.
Revenue potential and retention, indexed to 100. The +63% is a modelled opportunity, not booked revenue. Retention is measured.
From the redesigned commercial model.
More of the revenue already won was kept.
Became the company's fastest-growing market.
Look at how you make money.
If you're growing into new markets but revenue isn't rising as expected, the opportunity may be in how you make money from that growth. I find where value is leaking or left on the table, then redesign pricing, packaging and the commercial model to capture it, so investors see growth that pays for itself.
Revenue isn't keeping pace with the value customers get, your pricing was set for a smaller product, and every team measures success differently.
Fresh thinking on product marketing, GTM and growth.
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