B2B SaaS Rollup Playbook

Why: NRR is the single most important health metric in SaaS. Most sellers report a blended NRR that hides churn pockets. How: Cohort NRR (rev at month 0 vs month 12), split by ARR band (<$10k, $10-50k, $50-250k, $250k+) and segment. Surface the worst-performing cohorts. Done: cohort NRR table. Pitfall: accepting 'our NRR is 110%' without seeing the cohort. A single whale can hide 70% GRR in the long tail.

Why: Roll-ups trigger uncertainty. Customers worry the product will change, support will degrade, or pricing will jump. Proactive outreach catches churn before it fires. How: Rank customers by ARR + usage trend + NPS/CSAT. Top 20 get an exec call within 30 days. Done: exec call log. Pitfall: letting CS handle the whole list. The top 20 deserve the CEO's personal attention.

Why: QBRs are the single most underused expansion lever in SMB SaaS. A well-run QBR converts to expansion 25-40% of the time. How: Every top-50 account gets a quarterly 60-min QBR with ROI review, usage trends, roadmap preview, and one expansion ask. Done: QBR calendar booked. Pitfall: QBRs that are status reports. They must include a 'what's next' ask.

Why: Acquired SaaS companies typically have price lists that haven't been updated in 3-5 years and customer-level discounting that's drifted 20-40% below list. How: Pull realized ARPU by customer cohort, compare to list. Measure discount distribution. Done: price audit one-pager. Pitfall: comparing only against list price. Market price has moved too — benchmark against public peers.

Why: Flat-seat pricing leaves 15-25% of TAM uncaptured. Usage-based or value-metric pricing captures growth within accounts as they grow. How: Identify the value metric (API calls, active users, transactions, data volume). Model: what would revenue look like if top-50 customers were on the new structure. Done: pricing model proposal. Pitfall: rolling pricing out all at once. Grandfather current contracts; new logos go on new pricing.

Why: Two SaaS codebases + two CRMs + two billing systems is the default outcome. Consolidation is where roll-up economics come from. How: Build a systems map: product, CRM, billing, data warehouse, observability, support tooling, HR/payroll. Flag duplicates. Done: one-page systems map. Pitfall: assuming the newer stack wins. Sometimes the acquired company's tools are better.

Why: Two billing systems means two sources of truth for ARR, duplicate ops work, and reconciliation nightmares. Pick Stripe Billing + a revenue tool like Chargebee or Maxio and consolidate. How: Map every customer contract. Script the migration. Test in a sandbox. Migrate in batches. Done: 100% of customers on one billing system. Pitfall: migrating during contract renewals. Migrate mid-contract to avoid price change optics.