Scaling a mid-market B2B company gives marketing, sales, customer success and RevOps each a leader, a process and a target. Nobody owns the work between them, and that is where the plan is missed.
In a company like this the Monday leadership meeting has eleven people in it and runs for two hours. Marketing reports pipeline generated against its target and is ahead. Sales reports the pipeline it accepts as real and is behind, because the two teams count a lead at different points. Customer success reports renewals on track; the three accounts at risk sit in a separate deck that finance has not seen. RevOps, created in the spring to settle all this, presents a fourth number and a plan to reconcile the other three by next quarter. The investor on the board asks why the company is below plan when every function is on plan. Nobody in the room has a wrong number. Nobody has the company's.
The last stage carried the model into new teams on the strength of a system. This one hands the system to departments, and each has been given a number it can reach on its own. The work between them was never given to anyone, so it gets paid for in meetings, reconciliations and a second set of spreadsheets, and none of it has a line in the plan.
Four of these true, and no department's report is wrong. The cost sits in getting them to agree, and nobody reports that.
This is the first stage at which every seat is a department with a target of its own. Each target is met inside its boundary, and the leak is the boundary.
Specialisation is what this stage buys, and it is worth buying. What the next stage asks is that the specialists add up to one company, on paper and in the numbers.
Each department measures what it is paid for, so the plan is met by every function and missed by the company. The next stage needs one number above the departmental ones, with an owner whose target is the company's rather than a function's.
Every new team adds a boundary, and every boundary adds a wait, a re-entry and a chase on either side of it. The process map shows the arrow. The cost is in what happens at the arrow, and it is paid in the hours of two teams, not one.
A new layer of management arrived with the departments, and much of its week goes on carrying information between teams that used to share a room. That time is booked as management. Counted as what it is, the running cost of a structure, it has an owner and can be designed down.
A forecast assembled from department forecasts holds as well as the rules under it, and at this stage those rules are being written for the first time. RevOps can hold them once it is given the company's number to serve rather than a number of its own.
Four published figures for companies between $50M and $100M ARR, the band in which the departments arrive. Each one is a cost of structure that sits in no department's report.
Expansion's share of growth ARR at the median for $50M-$100M ARR, up from about 50% in 2023 by the publisher's own comparison. More than half of the plan now depends on the handoff from sales to customer success, and no department's number is that handoff.
Benchmarkit, 2025 B2B SaaS Performance Metrics Benchmarks, calendar 2024 data, N=81
Median general and administrative spend at $50M-$100M ARR, against 13% above $500M: the structure's own running cost, before the sales, marketing and success budgets. It is the one line that grows with departments rather than with customers.
ICONIQ, State of Software 2025, quarterly operating data from 127 software companies, 240 company-quarters in this band, median, September 2025
Median ARR per employee at $50M-$100M ARR, $210,000 at the 25th percentile and $307,000 at the 75th. The gap between the quartiles at this band is close to $100,000 a head, and the hours spent carrying work between departments are paid out of it.
Benchmarkit, 2025 B2B SaaS Performance Metrics Benchmarks, calendar 2024 data, N=174
Median burn multiple at $50M-$100M ARR, and 2.7 at the 75th percentile, above the 2.0 of the band below it. The median company is close to funding its own growth; a quarter of them burn more per dollar of net new ARR than the worst quarter of the band below, and the difference is structure.
Benchmarkit, 2025 B2B SaaS Performance Metrics Benchmarks, calendar 2024 data, N=130
€15,000 flat · two months from the day we get access
Two months inside the functions and between them: how each counts the pipeline, the handoffs between marketing, sales and customer success, the meetings and reports that reconcile them, and interviews with the heads of each department and with the people who carry work between them. The briefing names where the coordination costs money, what it costs in the hours of the people doing it, and which boundary to redesign first. Operation redesigns it after that, with the department heads in the room: €50,000 more if booked within 30 days of the briefing, or €65,000 with the Diagnosis included.
Book a strategy callDetails →Not sure it is the right one? Compare all five →
Thirty minutes on how each department counts its number and where the counts part company. If they add up, there is nothing to price, and you are told so.