CASE STUDY · IT / SAAS
An IT company: from stagnation to a ₽120M round
The situation
A SaaS company with ₽15M in monthly revenue had stalled at 5% monthly growth. Investors were losing interest in the project. The business model had broadly proven itself in practice, but there was no clear path to securing a major funding round.
Diagnostics and approach
In the first two weeks we broke down every key metric and hit on critical problems: MRR was growing only through new customers, with no expansion from existing accounts; NRR stood at 95%, signalling churn; and the average sales cycle had stretched to four months.
Our research showed that customers were leaving after 6–9 months: the product handled their initial needs well but did not keep pace with their growing requirements. We spoke with the founder, the sales team, and key customers.
Product strategy
Rather than piling on features for different user types, we focused on customers' core pain point — integration with the tools that mattered most. Within two months we built integrations with five major systems, and customers began to see the product as the central hub of their work. NRR rose from 95% to 110%+ as we reshaped the way the company worked with its customer base.
Sales strategy
To shorten the sales cycle, we shifted from persuasion to hands-on trial. We built a simple flow: a 30-minute demo, a 14-day trial with onboarding, and automatic conversion. As a result, the sales cycle dropped from four months to three weeks.
Positioning
We chose mid-sized companies with ₽100M–1B in revenue as the core target segment and aimed all marketing and sales at them. This quickly built a reputation and attracted high-quality customers.
The result
Over four months, MRR grew from ₽15M to ₽27.75M (+85%). NRR reached 110%+, meaning expansion within the existing customer base. The sales cycle shrank sevenfold. Investors approved a ₽120M funding round (Series A).
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