Case Study

Revenue & finance alignment

A structured alignment of ARR definitions, forecasting logic and board reporting between GTM and Finance to restore commercial credibility and capital efficiency.

Scaling SaaS CFO / CRO collaboration Impact: Governance 20-person GTM team

Starting point

Problem
ARR definitions, expansion logic and forecast assumptions differed between GTM and Finance. Board reporting required reconciliation before every meeting.
Symptoms
• Revenue numbers debated internally
• Forecast adjustments late in quarter
• Board packs manually reconciled
• Budget planning misaligned with pipeline reality
Delivery

Work delivered

Built as shared commercial infrastructure, not dashboard cosmetics.

1) ARR definition framework

Standardised recurring revenue logic across new, expansion and contraction events.

ARR Finance

2) Forecast methodology alignment

Aligned forecast confidence categories and probability weighting across GTM and Finance.

Forecast Methodology

3) Board reporting structure

Designed a structured board pack aligned to forward-looking commercial metrics.

Board Governance

4) Commercial-finance operating cadence

Installed recurring alignment sessions to prevent drift in definitions and reporting.

Cadence Alignment
Outcome

Measurable impact

1
Revenue definition model
Shared across GTM and Finance.
Improved
Forecast confidence
Reduced quarter-end volatility.
Board-ready
Commercial reporting
No reconciliation required pre-meeting.
Next step

Is your revenue model aligned with Finance?

The Revenue Diagnostic identifies definition gaps, forecasting weaknesses and reporting misalignment before they undermine executive credibility.

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Designed for CFO, CRO and board-level governance.