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Master the essential terms, metrics, and concepts every scale-up founder needs to know. From growth hacking to financial metrics, understand the language of scaling.
Showing 243 of 243 terms
Matrix for talent evaluation across performance and potential.
Used for succession planning and development investments.
Controlled experiments comparing two versions of a page, feature, or message to optimise outcomes.
Used for improving conversion rates on landing pages, emails, or pricing.
Framework: Acquisition, Activation, Retention, Referral, Revenue.
Used to identify bottlenecks in the customer journey.
Targeted marketing and sales approach focused on specific high-value accounts.
Used to penetrate defined segments and increase deal sizes.
Percentage of new users who complete a defined ‘aha moment’ or first-value action.
Used to improve onboarding and predict retention.
Percentage of users adopting a product or feature within a period.
Used to track uptake post-launch and guide retention strategy.
Run-rate annualized subscription revenue (typically MRR x 12).
Used as the standard revenue metric in SaaS for valuation and planning.
Total revenue recognized in a fiscal year from all sources.
Used to measure business scale and assess valuation multiples.
Provision adjusting conversion price to protect investors in down rounds.
Used to preserve investor ownership economics when raising at lower valuations.
Interface allowing systems to integrate.
Enables ecosystem strategy.
Total revenue divided by the number of users or customers in a given period.
Used to measure monetization efficiency and benchmark against peers.
Predictable yearly subscription revenue, usually MRR × 12.
SaaS fundraising metric #1 — always cited in decks.
Percentage increase in Annual Recurring Revenue over a defined period.
Used to assess business momentum and forecast investor expectations.
Enterprise value divided by ARR.
Used by investors to benchmark valuation versus peers.
Method to assign credit to touchpoints across the buyer journey (single- or multi-touch).
Used to optimize channel spend and messaging.
Average value of a customer contract over 12 months, excluding one-time fees.
Used to segment go-to-market motions (self-serve vs mid-market vs enterprise).
Synonym for ARPU; measures the average revenue generated per customer.
Used to analyze pricing effectiveness and upsell potential.
Maintaining a sustainable trade-off between acquiring new customers and expanding existing ones.
Used to stabilize ARR growth and improve NRR.
Qualification framework: Budget, Authority, Need, Timing.
Used to assess opportunity quality and prioritize leads.
Business Continuity Planning and Disaster Recovery processes and tests.
Used to ensure resilience and meet enterprise requirements.
Pre-release program to test features with selected customers and gather feedback.
Used to validate usability, performance, and value before GA.
Data pipelines, models, and dashboards for decision-making.
Used to provide self-serve insights and governance.
Invoiced amounts in a period.
Used as a cash flow proxy and to manage collections and working capital.
Signed customer commitments for revenue (not yet recognized).
Used for sales performance tracking and capacity planning.
Inclusion of indirect or shared costs beyond immediate spend categories.
Used to evaluate full cost of operations or GTM efficiency.
Net burn divided by net new ARR; measures efficiency of growth investment.
Used to benchmark capital efficiency across stages; lower is better.
0.5-1.0 - Excellent capital efficiency
1.0-1.5 - Good capital efficiency
1.5-2.0 - Acceptable for growth stage
2.0+ - Concerning capital efficiency
Net monthly cash outflow.
Determines survival time and runway.
Structure describing how a company creates, delivers, and captures value.
Used to define monetization logic and scalability pathways.
Composite measure combining financial and engagement metrics to assess account health.
Used to forecast renewal likelihood and expansion potential.
Semi-fictional representation of the buyer’s role, goals, and pain points.
Used by marketing and sales to tailor messaging and discovery.
Releasing to a small subset of users to validate before broader rollout.
Used to reduce blast radius and detect issues early.
Record of equity ownership, option pools, and dilution.
Used in every fundraising and exit scenario.
Forecasting and aligning resources to expected demand.
Used to avoid bottlenecks and optimize costs.
Defined levels, competencies, and expectations for roles.
Used for hiring, growth, and equitable compensation.
Time it takes to convert investments in inventory and other resources into cash flows from sales.
Used in hardware/e-comm hybrids and to optimize cash tied up in operations.
How effectively cash is converted into recurring revenue or profit.
Used to compare capital efficiency across growth stages.
California consumer privacy law similar to GDPR with local distinctions.
Used for US privacy compliance and enterprise procurement.
An internal advocate with influence who drives your solution internally.
Used to accelerate enterprise deals and navigate procurement.
Structured approach for transitioning individuals and teams to desired states.
Used during reorganizations, process overhauls, or new systems.
Customer-facing record of product changes and improvements.
Used to drive awareness, adoption, and trust.
Percentage of customers/revenue lost.
High churn kills growth.
Percentage of customers lost in a period.
Used to diagnose retention issues and to size the acquisition needed to maintain growth.
Continuous Integration and Continuous Delivery pipelines for automated build, test, and deploy.
Used to increase release frequency and quality.
Initial period during which no vesting occurs; after the cliff, vesting begins.
Used to ensure commitment before equity accrues.
Analysis grouping users/customers by start period or attributes to measure behavior over time.
Used to isolate retention and monetization patterns and effects of changes.
Defined pay ranges per level and role.
Used to ensure fairness and predictability in offers and promotions.
Principles guiding how pay, equity, and benefits are designed.
Used to align offers with market and culture.
Cumulative effect of growth building upon prior growth periods.
Used to emphasize consistency over one-off spikes in performance.
Measure of revenue or customer concentration (e.g., top 10 customers as % of ARR).
Used to identify dependency risk and inform diversification strategies.
Ongoing delivery of measurable value outcomes for the customer.
Used to improve retention and strengthen advocacy.
Ongoing effort to improve products, services, or processes.
Used to compound gains and reduce waste.
Revenue minus variable costs attributable to the unit (customer, product, or order).
Used for unit economics, payback analysis, and pricing decisions.
Percentage of leads or visitors completing a desired action.
Fundamental growth lever; small gains compound.
Debt that converts into equity, typically at a discount and/or valuation cap at the next round.
Used for early fundraising while deferring valuation.
Direct costs of delivering the product/service (e.g., hosting, support, third-party fees).
Used to compute gross margin and evaluate scalability.
Ratio of specific cost categories (e.g., S&M, R&D, G&A) to total revenue.
Used to benchmark functional efficiency against peers.
Selling additional products to an existing customer.
Used to diversify revenue and strengthen product stickiness.
Framework on moving from early adopters to mainstream buyers.
Many startups fail here.
Total cost associated with Customer Success functions, including tools and headcount.
Used to measure return on retention and expansion investments.
Post-sale account owner responsible for value delivery and retention.
Used to manage relationships, drive adoption, and increase NRR.
Average cost to acquire a new customer, including marketing and sales expenses.
Used to assess efficiency of customer acquisition and inform pricing and budget allocation.
$100-300 - B2B SaaS (SMB)
$500-1,500 - B2B SaaS (Mid-market)
$2,000-10,000 - B2B SaaS (Enterprise)
$10-50 - B2C SaaS/Consumer
Survey metric capturing perceived effort required to resolve an issue.
Used to prioritize UX and support process improvements.
Composite index of product usage, support signals, and relationship indicators.
Used to prioritize proactive outreach and renewal risk.
Survey-based measure of satisfaction with a product or service interaction.
Used to track service quality and support improvements.
Perceived benefit customers receive relative to their cost and effort.
Used to guide success initiatives and pricing models.
Practices to keep data accurate, complete, and timely.
Used to improve segmentation, scoring, and analytics.
Storing customer data within specific geographic regions.
Used to meet regulatory or contractual obligations.
Daily, weekly, monthly active users counts for engagement tracking.
Used to monitor usage trends and cohort health.
Monetary value of a single customer contract or transaction.
Used to forecast revenue and evaluate sales performance.
Decreasing pace of deal movement through the pipeline.
Used as an early warning of sales friction or market saturation.
Cash collected for services not yet delivered; a liability until recognized as revenue.
Used in SaaS revenue recognition and forecasting.
Programs that create awareness and interest among ICPs through owned, earned, and paid channels.
Used to fill the top of the funnel efficiently.
Reduction of ownership % after issuing new shares.
Founders must manage dilution across rounds.
Percentage reduction applied to conversion price for early investors.
Used alongside caps in SAFEs/notes to set investor economics.
DevOps metrics: deployment frequency, lead time for changes, change failure rate, MTTR.
Used to benchmark software delivery performance.
Contract governing processing of personal data between controller and processor.
Used in enterprise deals to address privacy obligations.
Investor process of validating legal, financial, operational health.
Always occurs pre-funding.
Efficient revenue generation and spend discipline during early scaling stages.
Used to extend runway and improve Series A/B readiness.
Earnings before interest, taxes, depreciation, and amortization.
Used as a proxy for operating profitability, especially at scale.
The person with budget authority who can sign off on the purchase.
Used to de-risk deals and focus stakeholder management.
Measure of output relative to input across a system or process.
Used to assess productivity and optimize resource allocation.
Plan granting employees options to buy company shares, typically with vesting and a cliff.
Used to attract and retain talent and align incentives.
Training and resources that make teams effective (sales, success, product).
Used to increase ramp speed and performance.
Acceptable threshold of unreliability derived from SLOs.
Used by product and engineering to pace releases and manage risk.
The cadence of meetings and planning cycles.
Ensures accountability and momentum.
Total cost to generate expansion revenue from existing customers.
Used to measure upsell and cross-sell profitability.
Ratio of expansion revenue to cost of expansion activities.
Used to evaluate Customer Success and post-sale ROI.
Rate at which total operating expenses increase over a period.
Used to assess cost discipline and scaling leverage.
Prioritized list of hypotheses and tests across product, pricing, and growth.
Used to organize continuous experimentation and learning.
Improved deal movement speed through the funnel.
Used as a positive efficiency signal in GTM execution.
Measurement of uptake and depth of use of specific product capabilities.
Used to refine onboarding, in-app guidance, and monetization.
Runtime configuration toggles to enable/disable features safely.
Used to de-risk releases and support experiments and segmentation.
Costs that remain constant regardless of output or revenue levels.
Used for break-even analysis and capacity planning.
Stable but stagnant pace of sales throughput.
Used to signal plateaued efficiency that may require new GTM levers.
Self-reinforcing growth loop where inputs drive future growth.
Core to PLG and network effects.
Degree to which forecasts match actuals.
Used to build trust with boards and to tune processes.
Predicting future outcomes using historical data and assumptions.
Used for revenue, cash, and capacity planning.
Trade-off between control vs growth.
Critical as boards/investors gain influence.
Function responsible for budgeting, forecasting, and scenario modeling.
Used to support executive decision-making and capital allocation.
Pricing model: free base tier, paid premium.
Used in SaaS to drive adoption.
Customer journey stages from awareness to purchase.
Basis for AARRR analysis.
EU data protection regulation governing personal data processing.
Used to set privacy practices, DPA terms, and data subject rights processes.
Integrated plan for how a product reaches and converts target customers across channels and motions.
Used to coordinate marketing, sales, success, and product for growth.
Revenue minus cost of goods sold; as a percentage of revenue.
Used to evaluate business model scalability and to compute payback and LTV.
Recurring revenue retained from the existing customer base excluding expansion (upsell/cross-sell).
Used to benchmark core retention strength; >90% is strong for many B2B SaaS categories.
Revenue growth per dollar spent on operating or marketing costs.
Used to measure sustainable scaling versus excessive spend.
Rapid, low-cost growth experiments.
Famous in early Facebook/Airbnb.
Percentage change in a key metric (e.g., ARR, MRR, revenue) over a defined time.
Used to assess momentum and qualify investor attractiveness.
Plan to launch, sell, and retain customers.
Critical for Series A fundraising.
Revenue growth generated per dollar spent on go-to-market activities.
Used to benchmark sales and marketing effectiveness.
Consistency of pipeline conversion and revenue forecasting accuracy.
Used to reduce volatility and improve investor confidence.
Modeling required roles and timing to meet growth and roadmap goals.
Used to sequence hiring and manage runway.
Sufficient pipeline-to-quota ratio to ensure target attainment.
Used to validate GTM execution and headcount alignment.
Fast-paced sales model with short cycles and lower ACV.
Used in PLG or SMB go-to-market motions.
Increasing recurring revenue from existing customers through upsells or cross-sells.
Used as a signal of product fit and account maturity.
Time-phased plan of roles, levels, and costs to recruit.
Used to meet product and revenue goals without overhiring.
Detailed description of best-fit customer.
Used for GTM targeting.
Definition of the types of companies or users who derive the most value and buy repeatedly.
Used to focus product, marketing, and sales efforts for efficient growth.
Structuring incentives for internal teams around customer outcomes, not just renewals.
Used to align success metrics with customer impact.
Processes and roles to respond to service disruptions with defined severities.
Used to minimize downtime and customer impact.
Effect where strong adoption and value realization reduce churn risk.
Used to reinforce investment in Customer Success programs.
International standard for information security management systems.
Used to formalize security practices and meet enterprise requirements.
Framework to understand the progress customers seek and the circumstances of use.
Used for discovery, roadmap prioritization, and messaging.
Quantifiable measures of performance aligned to objectives.
Used to track progress and inform decisions at every level.
Metrics measuring progress toward goals.
Daily/weekly tracking at team and exec level.
Starting small with a customer then expanding usage.
Common SaaS enterprise sales motion.
Algorithmic or rule-based method to prioritize leads based on fit and intent signals.
Used to improve SDR/BDR productivity and conversion rates.
Month-over-month growth in qualified leads.
Used to forecast pipeline and future bookings.
Accumulated gap between leadership capacity and the needs of a growing company.
Used to justify hiring, coaching, or reorganizing.
Projected net revenue from a customer over the entire relationship, net of COGS and churn effects.
Used to evaluate how much you can spend on acquisition and to prioritize retention/expansion.
$1,000-3,000 - B2B SaaS (SMB)
$5,000-15,000 - B2B SaaS (Mid-market)
$25,000-100,000+ - B2B SaaS (Enterprise)
$50-200 - B2C SaaS/Consumer
Investor right to receive proceeds before common shareholders upon liquidity events.
Used to negotiate downside protection in preferred rounds.
Insufficient product usage or feature engagement post-sale.
Used as an early churn risk indicator.
Expected revenue per customer over lifecycle.
Benchmarked vs CAC.
Ratio of customer lifetime value to acquisition cost; a proxy for profitable growth.
Used by boards and investors to assess capital efficiency; common target is 3:1 for SaaS.
3:1 - Minimum viable ratio for SaaS
5:1 - Good ratio for sustainable growth
10:1+ - Excellent capital efficiency
1:1 or less - Unsustainable unit economics
Practice of quantifying pipeline sufficiency across teams or segments.
Used to manage forecast risk and balance workload.
Language translating positioning into value propositions for specific segments and personas.
Used in websites, sales materials, and product UX copy.
Definitions, owners, and processes ensuring metric consistency and trust.
Used to eliminate reporting disputes and drive actionability.
Mechanisms by which the product captures value (subscriptions, usage-based, hybrid).
Used to align revenue with usage and value delivered.
Normalized monthly subscription revenue; building block for ARR.
Used for growth tracking and forecasting; decomposed into New, Expansion, Contraction, and Churn.
Lead qualified by marketing based on engagement thresholds.
Used for handoff to SDR/BDR and pipeline creation.
Predictable monthly subscription revenue. ARR = 12 × MRR.
Early-stage metric before ARR.
Contract establishing general terms for the ongoing relationship.
Used as the base for order forms and SOWs.
A shared, time-bound plan outlining steps and owners to reach go-live or signature.
Used to align buyer and seller on activities and dates.
Simplest product version used to test assumptions.
First step toward PMF.
Net revenue change in existing customers (upsell – churn).
Investors expect >100% in SaaS.
Customer loyalty metric based on likelihood to recommend (promoters minus detractors).
Used to monitor sentiment and correlate with retention and expansion.
Recurring revenue retained from the existing customer base including expansion, minus churn and contraction.
Used to measure product value realization and expansion; >120% is strong in enterprise SaaS.
Product becomes more valuable as more use it.
Critical for platforms and marketplaces.
A single metric that best captures the value delivered to customers and predicts long-term growth.
Used to align teams and focus trade-offs.
Goal-setting framework aligning objectives to measurable outcomes.
Used to create focus, alignment, and accountability across teams.
Ability to understand internal states of systems via logs, metrics, and traces.
Used to diagnose issues and improve reliability.
Goal-setting framework aligning teams to measurable outcomes.
Keeps teams aligned as scale grows.
Process to ramp new hires to productivity and cultural fit.
Used to reduce time-to-productivity and attrition risk.
Ratio of operating output (revenue, ARR) to input (operating costs).
Used to benchmark management performance and maturity.
Indirect costs to operate the business (e.g., salaries, rent, marketing).
Used to plan budgets and assess profitability levers.
Degree to which revenue growth outpaces growth in operating expenses.
Used to plan path to profitability and evaluate scaling benefits.
Definition of how a company creates and delivers value including structure, governance, and processes.
Used to design orgs for scale and clarity of decision rights.
Overall effectiveness of operational processes relative to output.
Used to evaluate scaling health and identify automation opportunities.
Shares reserved for future employee and advisor grants.
Used for compensation planning and during fundraising negotiations.
Structuring teams, roles, and reporting lines to deliver strategy at scale.
Used to align accountability, reduce friction, and improve speed.
How features and limits are bundled across tiers and plans.
Used to target segments and create clear upgrade paths.
Months required to recoup the cost of acquiring a customer using gross margin contribution.
Used to guide acquisition pacing and cash planning; <12 months often considered strong in B2B SaaS.
6-12 months - Excellent for B2B SaaS
12-18 months - Good for B2B SaaS
18-24 months - Acceptable for B2B SaaS
24+ months - Concerning for most SaaS
System for goal setting, feedback, reviews, and development.
Used to improve outcomes and retain high performers.
Ratio of pipeline value to bookings target for a period.
Used by sales leadership to ensure sufficient opportunities (e.g., 3–5× coverage).
Aggregate value of all active opportunities in the sales funnel.
Used to estimate revenue potential and coverage ratio.
Strategy of building ecosystems and integrations.
Creates defensibility and stickiness.
Team providing shared services and tooling to accelerate product teams.
Used to improve developer velocity and reliability.
Codified best practices and steps for repeatable outcomes.
Used for enablement and to reduce variance in execution.
Product drives acquisition and retention (e.g. Slack, Zoom).
Increasingly preferred GTM model.
When product solves a strong market need.
Core milestone before scaling.
Defining how the product is uniquely suited to solve target customer problems versus alternatives.
Used to inform messaging, pricing, and competitive strategy.
Template expressing target, category, key benefit, and reason-to-believe.
Used to align cross-functional teams and creative assets.
Company valuation immediately after investment is added.
Used to compute investor ownership and option pool sizing.
Structured learning review after incidents to identify contributing factors and actions.
Used to prevent recurrence and strengthen systems and culture.
Lead qualified based on in-product behaviors signaling buying intent.
Used to prioritize outreach and conversion in PLG and hybrid motions.
Company valuation immediately before a financing round.
Used to determine ownership percentages and dilution.
Approach to setting price levels and models aligned to value and segments.
Used to increase monetization and win rates while supporting positioning.
Percentage of customers actively using the product within a period.
Used to evaluate onboarding and product fit.
Instrumentation and analysis of events, funnels, cohorts, and experiments.
Used to inform roadmap, UX, and growth investments.
Process of revealing customer problems, validating solutions, and de-risking bets before building.
Used to maximize impact and minimize waste in roadmap.
Growth motion where the product drives acquisition, activation, and expansion.
Used to reduce CAC and accelerate adoption via trials, freemium, and viral loops.
Degree to which a product satisfies a strong market demand, evidenced by retention and growth.
Used to gate scaling investments and to calibrate roadmap and GTM focus.
Output per employee, revenue per headcount, or similar metric.
Used to measure efficiency and team scaling health.
Quarterly/Executive Business Reviews with customers or internal teams.
Used to align on outcomes, value, and risks.
Methods like MEDDICC, BANT, SPICED, or Challenger to assess deal quality.
Used to improve forecast accuracy and win rates.
Growth ratio: (New MRR + Expansion MRR) ÷ (Churned MRR + Contraction MRR).
Used to check if growth outweighs revenue losses; >4 often considered strong.
4.0+ - Excellent growth momentum
2.0-4.0 - Good growth momentum
1.0-2.0 - Concerning growth momentum
<1.0 - Declining revenue
Pipeline value divided by total sales quota; indicates attainment probability.
Used for forecasting and territory management.
Responsibility assignment matrix defining who is Responsible, Accountable, Consulted, and Informed.
Used to reduce decision ambiguity and speed execution.
Authorization model assigning permissions based on roles.
Used to secure enterprise usage and admin controls.
Defined sequence of activities and messages leading to on-time renewals.
Used to reduce churn and improve NRR.
Average pipeline or revenue per sales rep.
Used to assess productivity and quota assignment balance.
Percentage of customers retained over time.
Strong predictor of LTV.
Percentage of recurring revenue lost from existing customers in a period (excludes new).
Used to quantify contraction and churn impacts on ARR/MRR.
Accounting process of recognizing revenue over time when obligations are met.
Used to produce GAAP/IFRS-compliant statements and investor reporting.
Function harmonizing marketing, sales, and customer success systems and processes.
Used to improve funnel conversion, forecasting, and data quality.
Returning the system to a prior stable version after issues are detected.
Used to recover quickly from bad releases.
Methods like 5 Whys or Fishbone to determine underlying causes of problems.
Used to prioritize corrective actions that address systemic issues.
SaaS benchmark: Growth % + Profit Margin % should be ≥ 40.
Used by investors to judge balance of growth and efficiency.
40% growth + 0% profit = 40 (meets rule)
30% growth + 15% profit = 45 (exceeds rule)
60% growth + (-20%) loss = 40 (meets rule)
20% growth + 10% profit = 30 (below rule)
Step-by-step guides to respond to known events (e.g., incidents, escalations).
Used to speed resolution and reduce risk in operations.
Months left before cash runs out.
Board/investor must-know number.
Quarter-over-quarter growth in subscription revenue annualized divided by prior quarter sales & marketing spend.
Used to assess sales efficiency; ~0.7–1.0+ is commonly targeted.
1.0+ - Excellent sales efficiency
0.7-1.0 - Good sales efficiency
0.5-0.7 - Acceptable sales efficiency
<0.5 - Poor sales efficiency
Simple Agreement for Future Equity: a convertible investment instrument without debt features.
Used for early-stage fundraising with simplified terms.
Average time from opportunity creation to close.
Used for forecasting, capacity planning, and payback assumptions.
Primary sales approaches such as self-serve, inside sales (velocity), field sales (enterprise).
Used to design org structure, quotas, and enablement.
Growth motion driven primarily by sales teams and outbound or complex deal cycles.
Used for higher ACV, multi-stakeholder, or compliance-heavy markets.
Segment of TAM your product can reach.
More realistic sizing than TAM.
Ability to handle growth without proportional cost increase.
Core to investor appeal.
Modeling multiple potential futures to inform decisions under uncertainty.
Used for fundraising timing, pricing, and hiring strategies.
System for Cross-domain Identity Management enabling automated user provisioning.
Used to streamline onboarding/offboarding at scale.
Dividing customers into distinct groups.
Used in GTM targeting and marketing.
First major VC round. Used to prove PMF and GTM.
Sets valuation benchmarks for later rounds.
VC round focused on scaling GTM and international expansion.
At this stage, investors expect proof of strong NDR and efficiency.
Commitments to service performance and support response/resolution times.
Used to set expectations and penalties for downtime or slow support.
Internal reliability targets that define desired performance levels.
Used to manage error budgets and release risk.
Security and compliance framework focusing on controls for service organizations.
Used to unlock enterprise sales and reduce security review friction.
The portion of SAM you can realistically capture.
Shows practical growth scope.
Documented step-by-step procedures for recurring activities.
Used to improve consistency, quality, and onboarding speed.
Designated system where a data entity is mastered.
Used to prevent duplication and reconcile reports.
Number of direct reports per manager.
Used to balance managerial load with autonomy and speed.
Lead accepted by sales as meeting criteria for an opportunity.
Used to begin opportunity management and forecasting.
Discipline applying software engineering to infrastructure and operations problems.
Used to achieve reliable and scalable services.
Single Sign-On and SAML protocol support for enterprise identity.
Used to meet security and IT requirements for larger customers.
Engagement ratio calculated as DAU ÷ MAU.
Used to gauge habitual usage; higher indicates stronger product-market fit signals.
0.20 (20%) - Good for B2B SaaS
0.30 (30%) - Excellent for B2B SaaS
0.50 (50%) - Consumer app standard
0.70+ (70%+) - Habit-forming products
Concentration of high performers relative to team size.
Used to drive output and cultural standards.
Total revenue opportunity for a product/service.
Used in pitch decks to show growth potential.
Total Addressable Market / Serviceable Available Market / Serviceable Obtainable Market.
Used for market sizing and prioritization during planning and fundraising.
Future cost of shortcuts in development.
Must be managed to scale sustainably.
Agreement outlining investment terms.
Step before definitive agreements.
Time until a new customer first realizes concrete value.
Used to predict retention and focus onboarding efforts.
Elapsed time until a new customer realizes first meaningful value.
Used to optimize onboarding and drive activation and retention.
Sum of all revenue over the life of a contract including recurring and one-time fees.
Used for enterprise deal evaluation and services load planning.
Private startup valued at $1B+.
Badge of prestige; not a goal in itself.
Per-customer profitability (LTV vs CAC).
Determines scalability.
Selling more of the same product (seats, usage, tier upgrades).
Used to increase NRR and maximize account value.
Quantitative measure of engagement and depth of product usage.
Used to identify at-risk customers and expansion opportunities.
Estimated company worth, negotiated in fundraising.
Determines dilution.
Maximum valuation at which a SAFE/note converts.
Used to reward early investors for risk taken.
Earning equity over time or milestones (e.g., 4 years vesting with 1-year cliff).
Used to align incentives and limit early departures.
Number of referrals generated per customer. >1 means viral growth.
Used in consumer/SaaS virality analysis.
Systematic collection and analysis of customer feedback.
Used to drive roadmap, CX, and retention improvements.
Percentage of closed-won deals out of qualified opportunities.
Used to assess deal quality and sales effectiveness.
Forecasting skills and roles needed to deliver strategy.
Used to align recruiting with roadmap and revenue goals.
Current assets minus current liabilities.
Used to monitor short-term liquidity and operating health.
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