Strategic diagnosis and structuring of the SaaS model

A SaaS software company has been growing fast for three years, driven by targeted acquisitions and international expansion. The recent arrival of an investment fund in its capital is pushing leadership to professionalise its strategy function and structure its operating model.

The company needs to address profitability, better align its sales and product teams, and overcome the heterogeneous processes inherited from successive acquisitions. The objective is to clarify the margin levers and give leadership reliable steering.

A consultant works full time, with two remote days a week, to deliver a strategic and financial diagnosis of the current model, examining pricing, retention and acquisition costs. He identifies the levers to improve margin and sales effectiveness, defines an 18-to-24-month roadmap balancing organic and external growth, harmonises the processes inherited from the acquisitions and installs steering indicators that leadership and investors can actually read.