This presentation, by Sage Intacct, covers:
- Where are you at on the Finance Process Maturity Lifecycle to know what applications to invest in?
- How do you choose your Billing Model to maximize client ROI and your cash flow?
- How do you build consensus on your Billing Model across CFO, CTO, and CRO to reduce exceptions?
- How do you manage the integrations, and reconciliations, across your Tech Stack to speed getting data for decisions?
- How do you best forecast and grow operational cash flow, and your SaaS metrics?
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We handle over 300 different types of subscription billing scenarios.
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We produce over 200, SaaS, investor metrics against that up to 80 percent faster.
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You could be up and running in as little as 60 days, depending on your scope and amount of historical data,
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and for 40 percent off what it would cost if you bought the FinOps tech stack parts separately...
As I have been a part of Contracts past, I have seen concentrated improvements
Ryder, No changes needed
Based on our experience in working with organizations like yours, there’s a continuum in what you need to do as you grow from seed through to the goal of a sale or IPO
Seed – product market fit; get 10 happy customers; your CEO shows receipts in a shoe box.
Series A – prove the revenue model. What people start to do is poise subscription billing and straightforward cash management with AP and AR tools.
Series B – prove your net revenue expansion model; get customers to buy from you a second and third time. With this, comes the need to track upsells, downsells, and renewals (tied back to original discount performance obligations and customer lifetime values that you anticipated) and the need for compliance with ASC 606. Then you need to forecast that and also cut the close.
Then you get bigger and need to clean up from all the experiments before and make things predictable and profitable, with much greater FP&A (Financial Planning & Analysis) analysis, then take it global. You have international compliance, possibly some acquisitions, and public reporting.
So it’s against this backdrop
The overarching feeling should be: there is a simple 6-step checklist for how to build the tech stack. Easy six things.
An easy checklist
Last slide shows Principles, this shows Actions
These are the six criteria for deciding your billing model
So this should communicate a Decision Tree
You have to take yourself through this decision making exercise
that you try to put your put your processes and systems in place in pieces.
One at a time, because you don’t have a lot of investment, maybe not a big tech stack, and maybe you don’t have time to deal with it.
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But the problem that happens with this is that there are more integrations, which means you have to spend more time being manual,
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which means a delayed close and more systems of record.
And in staff meetings, people are pounding the table saying “my data is right”, and it blows up having a shared consciousness and trust by the executive team in order to pivot against your competition. And your reporting is delayed and inaccurate. So how do you make great decisions?
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Ryder, No changes needed
And when you do it, you produce something ____________ (choose your own adjective(s), like “big”, “beautiful”, “essential”, “amazing”, “critical”, “powerful”, etc.) like this: a dashboard real-time, incorporating the changes and contract modifications as they come in, on the metrics you wan.
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While you might not need all this functionality today, you can start simple and scale big.
Buy the pieces you need and layer them in.
This may or may not be your flow. It’s an example of what you can do.
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