Enterprise SaaS Company · Technology · Austin, TX · 14 weeks
Enterprise SaaS Company Data Foundation case study
A mid-market SaaS company was struggling with six conflicting ARR numbers across finance, sales, and the board, with a $1.4M gap between them. We developed a certified revenue metric layer that standardized ARR calculations and aligned all teams on one accurate figure for board reporting.
Challenge
Finance pulled ARR numbers from billing. Sales used the CRM. The CFO combined both in a spreadsheet. The board got a different figure from investor reports. The gap between the highest and lowest ARR was $1.4M on a $22M base. Meetings wasted time arguing over which number to trust.
Approach
We identified how each source system calculated ARR, focusing on upgrades, downgrades, churn, and multi-year contracts. We documented every difference and created one clear ARR definition. Then, we built a certified ARR calculation in dbt using the data warehouse and linked all four reporting tools directly to this standardized metric.
Outcome
By week 8, we identified and fixed the $1.4M ARR discrepancy. We aligned all four reporting systems to display the same ARR number. This eliminated metric disputes in board meetings. We also expanded the certified ARR framework to include NRR, GRR, and churn, creating a consistent and reliable revenue metrics layer across the business.
The data itself wasn’t the issue. The real problem? Everyone was using the same words but meant totally different things.
Here’s the deal: every system was crunching ARR in its own way. Finance skipped professional services. Sales mixed in pipeline numbers. The investor tool had this odd churn date thing going on. No surprise the numbers didn’t match. So, we brought everyone together and locked in one simple, clear ARR definition that everyone could rally behind.
How We Jumped Into dbt to Finally Sort Out Our Data Certification Headaches
Here’s the deal. We built the certified ARR calculation straight into dbt. This let us follow the data from the ground up to the final report without missing a beat. Every move we made was tracked, tested, and version controlled. The coolest part? When the ARR rules change, we just tweak it in one spot. Then, boom, all four reports update themselves. No extra work needed.
We tore apart every revenue number to spot what’s slowing us down
First, we locked in the ARR numbers. Then we spent around three weeks digging into NRR, GRR, and churn to make sure everything lined up. That deep dive gave us real confidence that their revenue metrics were solid and trustworthy. Now, the CFO, CRO, and the board actually rely on these numbers when making decisions.
Results
- $1.4M Revenue discrepancy resolved
- 6 to 1 ARR definitions unified
- 4 Reporting surfaces on one number
- 14 wks Full metrics layer delivered
For two years, we kept going back and forth over ARR in every board meeting. Thinklytics resolved that in eight weeks, and since then, we haven’t had any debates about metrics at the board level.