SkillMedev Revenue Modeling
A revenue model that does not reconcile is a story, not a model. The costly failure mode is a forecast built from a single blended growth rate: it hides which lever (new logos, expansion, churn) is actually moving, so the plan cannot be managed and the miss cannot be diagnosed. Build the model from a bridge that must tie out and drivers that someone owns.
Operating procedure
Steps run in this order because the bridge defines the accounting, the drivers feed the bridge, and scenarios only mean something once base-case drivers are pinned.
Step 1: gather inputs
Collect, and label every unsourced number a guess:
- Beginning MRR (or ARR) and customer count, tied to the billing system or GL - not a spreadsheet someone remembers.
- Trailing 6-12 months of the bridge components: new, expansion, reactivation, contraction, churned MRR.
- Funnel history: leads (or pipeline created), lead→opportunity rate, opportunity→win rate, average deal size (ACV).
- Cohort retention: revenue retained by acquisition month at months 1, 3, 6, 12. If unavailable, start with logo churn and note the model is weaker for it.
- Billing mix (annual prepay vs monthly) - needed later to separate bookings, billings, and recognized revenue.
Defaults when history is thin: mid-market SaaS commonly sees 15-30% lead→opp, 15-25% opp→win, and 2-4% monthly gross revenue churn for SMB versus 0.5-1.5% for enterprise. Use these only as placeholders and say so.
Step 2: build the MRR bridge
Every period:
Ending MRR = Beginning MRR
+ New MRR (newly acquired customers)
+ Expansion MRR (upgrades, seat adds, cross-sell)
+ Reactivation MRR (returning churned customers)
- Contraction MRR (downgrades)
- Churned MRR (cancellations)
Validate every period: components must sum exactly to the change in MRR, and the bridge must reconcile against the general ledger. If it is off by even 1%, find the leak before forecasting - the usual suspects are mid-period upgrades booked as new, or reactivations netted into churn.
Step 3: compute the key rates
- Gross revenue churn = (churned + contraction MRR) / beginning MRR.
- Net revenue retention (NRR) = (beginning + expansion − contraction − churned) / beginning. NRR above 100% means the existing base grows with zero new logos; durable public-SaaS benchmarks cluster at 100-120%, with under 90% a red flag for the model's whole premise.
- Logo churn = customers lost / customers at start. Track it separately from revenue churn - losing many small logos and one big logo look identical in revenue terms but demand different fixes.
Step 4: build the driver tree for new revenue
Model New MRR bottom-up, never as a single growth rate. Decompose top-down until every leaf is a number one team owns:
New ARR
├── New logos won
│ ├── Leads (marketing owns)
│ ├── Lead → Opportunity rate (marketing/SDR owns)
│ └── Opportunity → Win rate (sales owns)
└── Average deal size / ACV (sales + pricing own)
New MRR = leads × lead_to_opp × opp_to_win × avg_deal_size / 12
Procedure: (1) list the leaves; (2) assign each an owner and a historical baseline; (3) check the tree multiplies back to actual new MRR for the trailing two quarters - if it misses by more than 10%, a driver is mis-measured; (4) forecast each leaf, not the product. This is what connects marketing spend and sales capacity to the revenue line.
Step 5: forecast the existing base with cohorts
Forecast retained revenue per acquisition cohort, then layer new cohorts on top:
For each acquisition cohort:
revenue_t = cohort_initial_mrr × retention_curve[t] × expansion_factor[t]
Total MRR_t = Σ cohort revenue_t + new cohorts from the driver tree
Fit the retention curve from historical cohorts. Do not assume linear decay - SaaS retention curves flatten after months 3-6, and a linear assumption understates long-run revenue badly.
Step 6: run scenarios
Build base, upside, and downside by flexing win rate, churn, expansion, and ACV - one inputs sheet, scenarios one toggle away (structure it with spreadsheet-model-builder). Add a 2D sensitivity grid: NRR on one axis, new-logo growth on the other, ending ARR in the cells. Stress-test the downside explicitly: what happens to the plan if churn doubles.
Step 7: connect to cash and economics
- ARR = MRR × 12.
- Keep bookings, billings, and recognized revenue separate - annual-prepay bookings inflate cash today but recognize monthly. Hand cash timing to cash-flow-forecast.
- CAC payback = CAC / (ARPA × gross margin); LTV:CAC should exceed 3. The full treatment lives in unit-economics - reference it, do not rebuild it here.
Worked example: one quarter of the ARR model
Self-contained Python. Save as arr_model.py, edit the inputs, run python3 arr_model.py.
inputs = {
"beginning_arr": 2_400_000,
"beginning_customers": 200,
"leads_per_quarter": 900,
"lead_to_opp": 0.20,
"opp_to_win": 0.22,
"avg_deal_acv": 14_000,
"quarterly_gross_churn": 0.03, # churned + contraction, % of beginning ARR
"quarterly_expansion": 0.045,
"quarterly_logo_churn": 0.025,
}
def quarter(i):
wins = i["leads_per_quarter"] * i["lead_to_opp"] * i["opp_to_win"]
new_arr = wins * i["avg_deal_acv"]
expansion = i["beginning_arr"] * i["quarterly_expansion"]
churn = i["beginning_arr"] * i["quarterly_gross_churn"]
ending_arr = i["beginning_arr"] + new_arr + expansion - churn
nrr_annualized = ((i["beginning_arr"] + expansion - churn) / i["beginning_arr"]) ** 4
customers = i["beginning_customers"] * (1 - i["quarterly_logo_churn"]) + wins
return wins, new_arr, expansion, churn, ending_arr, nrr_annualized, customers
wins, new_arr, exp, churn, end, nrr, cust = quarter(inputs)
print(f"New logos won: {wins:.1f}")
print(f"New ARR: ${new_arr:,.0f}")
print(f"Expansion ARR: ${exp:,.0f}")
print(f"Churned+contraction: ${churn:,.0f}")
print(f"Ending ARR: ${end:,.0f}")
print(f"NRR (annualized): {nrr:.1%}")
print(f"Ending customers: {cust:.0f}")
Output:
New logos won: 39.6
New ARR: $554,400
Expansion ARR: $108,000
Churned+contraction: $72,000
Ending ARR: $2,990,400
NRR (annualized): 106.1%
Ending customers: 235
Read it: 900 leads at 20% and 22% conversion yield ~40 logos at $14k ACV - $554k of new ARR. The base contributes $108k expansion against $72k churn, an annualized NRR of 106%. Ending ARR of $2.99M is 25% quarterly growth, and the bridge decomposition shows 84% of it comes from new logos - so the plan lives or dies on the funnel, not retention.
Deliverable
Produce a revenue model workbook (or script) containing: a monthly or quarterly MRR bridge that reconciles to the ledger, the driver tree with an owner and baseline per leaf, cohort-based retained-revenue forecast, base/upside/downside scenarios with a single inputs sheet, an NRR × new-logo-growth sensitivity grid, and an assumptions page documenting every number's source. Show actuals vs forecast each period and track forecast accuracy over time.
Do NOT
- Do not forecast with a single blended growth rate - it cannot be diagnosed when it misses and no one owns it.
- Do not let the bridge fail to reconcile "for now"; every downstream number inherits the error.
- Do not blend contraction into churn or reactivation into new - the fixes for each are different teams.
- Do not treat bookings as revenue; annual prepay makes them wildly different in-quarter.
- Do not assume linear retention decay; fit the curve from real cohorts.
- Do not bury assumptions inside formulas; every input lives on the inputs sheet with a source note.
Quality bar
Ship only when: the bridge ties to the GL within rounding for every historical period; the driver tree reproduces trailing actual new MRR within 10%; every assumption has a source or an explicit "guess" label; the downside scenario is genuinely uncomfortable (churn doubled, win rate down a third), not base-minus-5%; and a reader can trace ending ARR back to leads without opening a hidden tab.