SaaS & Technology

Pricing and retention rebuild for a B2B SaaS platform

Acquisition was working. Everything after it wasn't.

The team was hitting new-logo targets and still barely growing, because the bucket had a hole in it. Pricing had been set at founding against a product that had since tripled in scope, and onboarding was a login email. Customers who never reached first value churned at month four: reliably enough that you could set a calendar by it.

Client: B2B SaaS platform, ~$3M ARR
Engagement: 16-week engagement, embedded
Market: Remote: UK and Pakistan teams
Delivered: 2024

The situation

What we walked into

01
CAC payback had stretched past twenty months and was still lengthening.
02
Pricing was set at founding and never revisited against how customers used the product.
03
Roughly a third of new accounts never completed setup.
04
Churn was reported to the board as a support metric, so support owned a problem it couldn't fix.

The approach

What we actually did

01
Segment the churn honestly
We split churn by cohort, plan, and time-to-first-value. Accounts reaching first value inside fourteen days retained at roughly four times the rate of those that didn't, which reframed churn as an onboarding problem, not a support one.
02
Re-architect pricing around value
Packaging was rebuilt against the metric customers actually scale on, with a genuine entry tier and an expansion path that grows with their usage instead of trapping them at a threshold.
03
Engineer the activation path
Our engineering team built guided setup, a data-import tool, and in-product milestone tracking, so the path to first value stopped depending on whether a customer read an email.
04
Instrument and hand over
Cohort retention, expansion, and time-to-first-value went onto a dashboard the leadership team reviews weekly, with clear ownership rather than a shared inbox.

The result

What changed

-41%
Reduction in month-four churn: 2.6×
Accounts reaching first value in 14 days: +22%
Average contract value after re-pricing: 13 mo
CAC payback, down from 20+

Net revenue retention crossed 100% for the first time in the company's history.
Pricing tied to a value metric that grows with the customer rather than against them.
Activation owned by product with a number attached, not by support with a hope attached.
Board reporting moved from new logos to cohort economics.

Client identities are withheld under confidentiality. These case studies are representative of the engagements we run and the results they produce; figures illustrate typical outcomes rather than a specific audited account. We're happy to discuss specifics, and arrange references, on a call.

Services involved