A PE-backed loyalty SaaS serving enterprise and mid-market brands across retail, CPG, and financial services. At engagement start: 47 active client projects across 42+ accounts, ARR growing from $4.1M to $7.5M, and a renewal book ranging from $15K to $750K annually.
The company had recently come under PE ownership with no commercial infrastructure in place. No standard contracts, no renewal tracking, no ARR reporting, no delivery model. Client relationships were strained. The sponsor could not see the business clearly enough to make portfolio decisions. Brought in by the Interim CEO to build governance, reporting, and delivery systems and execute against a structured 100-day plan.
No Governance Cadence
No 100-day plan, no accountability framework, no shared priorities. The business was reacting to the loudest problem in the room.
Fragmented Delivery
Bespoke builds, inconsistent handoffs, reactive firefighting. No escalation mechanism. Client relationships strained across multiple accounts.
No Commercial Governance
No MSA, Order Form, or SOW templates. Every deal negotiated from scratch. Contracts lapsed with no forcing function. Scope committed informally.
No PE-Grade Reporting
No ARR waterfall, no weighted pipeline, no NRR/GRR visibility. The sponsor couldn't see their own business clearly enough to make portfolio decisions.
No Renewal Visibility
Renewal dates scattered across CSM notes and email threads. No centralized view across a 47-project, 42-account, $7.5M ARR book.
Hidden Liabilities
$247K in accounts payable inherited from prior leadership. 15+ unpaid invoices, oldest 223 days past due. Never escalated or disclosed.
Commercial Infrastructure
Templates built from scratch. Commercial gating process implemented. Centralized renewal tracker stood up across all 47 projects and 42 accounts.
PE Reporting Framework
Total ARR, NRR, GRR, logo retention, weighted pipeline, quarterly projections. First time the sponsor had reliable revenue visibility.
Client Stabilization
Delivery commitments reset. BRD standards introduced. Account team model revamped. Active negotiations managed across $750K, $516K, $410K, and $333K accounts simultaneously.
Liability & Exposure
$247K AP liability surfaced, escalated to counsel, and resolved. Scope and overage exposure identified and commercially addressed across the book.
0% churn · first 100 days
Zero churn across all 18 clients despite fragmented delivery and active relationship strain. Stabilization and infrastructure build running in parallel.
7 client deliveries in 100 days
Delivery did not stop while governance, contracts, and reporting were being stood up. Seven go-lives executed in parallel with the infrastructure build.
$7.5M ARR instrumented
First structured ARR waterfall and PE reporting framework delivered. Sponsor went from no visibility to a fully instrumented revenue base with forward projections to $8.2M+.
$7.6M renewal ARR managed
Full renewal cycle owned across 47 projects and 42 accounts. Tracking, forecasting, negotiation, redlines, and execution.
$1M to $1.6M upsell pipeline surfaced
Expansion opportunities across existing accounts quantified. Global rollouts, new market entries, module expansions. Presented in the 100-day readout.
$247K liability contained
AP exposure inherited from prior leadership. Never escalated. Surfaced, coordinated with counsel, and resolved before it became a contractual crisis.