SaaS
We help SaaS companies grow without growing the team to match. We build onboarding that carries new accounts to their first win, support that answers repeat questions well, and alerts for accounts about to cancel or ready to upgrade. Everything is measured against recurring revenue, not tickets closed.
SaaS
What holds SaaS growth back
SaaS teams hit the same wall twice. First when onboarding cannot scale past the point where a person hand-holds every new account. Then when support volume grows with revenue and hiring is the only lever on offer. Both are automation problems dressed up as staffing problems.
Four problems show up in almost every SaaS account we take on. More traffic does not solve any of them, and more people does not solve three of them.
- 01
Onboarding that needs a person every time
If trials grow faster than activated accounts, acquisition works and onboarding does not. We track the first session, find the step where new accounts stall, and build the flow that carries them past it: a nudge written from what that account actually did, and a person only where it will change the outcome. This moves trial-to-paid more than any change to your ads.
- 02
Support that grows with revenue
Every new group of customers brings the same forty questions, and answering them again is a tax on growth that nobody budgets for. We sort and route requests on arrival, draft first replies from your own documentation, and pass anything unclear to a person with the full thread attached. We measure quality and time to a useful reply. Deflection is the wrong target: a deflection that annoys a customer is a cancellation with good reporting.
- 03
Cancel and upgrade signals nobody reads
The usage data that predicts a cancellation or an upgrade is usually already in your data store, being looked at by nobody on a Tuesday. We agree the signals with your team, watch for them all the time, and send each one where it belongs: a nudge, a task for customer success, or an upgrade conversation with the background already written.
- 04
One blended cost hiding a broken channel
Reporting the cost of winning a customer as one number hides the channel quietly losing money. We split paid, organic, AI search and referral into their own groups with their own payback periods, so you can see which deserves more budget and which to switch off this month.
What we do
What we run for SaaScompanies
Good questions
Common questions
Do you work with SaaS that has no revenue yet?
Yes, but the work is different and mostly not automation. Before product-market fit the job is finding which message and which kind of customer respond at all, so we run small paid tests and direct research. Automating something you still change every week makes it expensive to change.
Can automation improve trial-to-paid conversion?
That is usually where we start. We track the onboarding path, find where accounts stall before their first win, and build the flow that carries them past it using their own usage. It moves the number faster and cheaper than buying more trials.
Will an AI support helper give customers wrong answers about our product?
It can if it is ungrounded, which is why ours look things up in your documentation and product data before they answer. Every workflow is scored against real past tickets before launch, unclear cases go to a person with the full thread attached, and you can read the record of any reply it sent.
How do you measure a channel when the sales cycle is long?
By group. We follow each batch of customers through trial, first win, first payment and month three, so a channel is judged on the revenue it eventually produced, not on the day-one result. A slow channel that pays back well keeps its budget.
What reporting do we get?
Monthly: revenue by channel, the cost of winning a customer and its payback for each channel, activation and trial-to-paid rates, cancellations, and for each live workflow its volume, how often it passes a case to a person and its scored accuracy. Plus what we changed, what it did, and what we test next.
Ready when you are