IT, Tech and SaaS companies sell adoption, expansion, and reliability
Revenue is shaped by how well sales motions, packaging, pricing and services work together over time. Growth depends on adoption and expansion, and services and support materially affect margin.
- Growth depends on adoption and expansion
- Sales models vary by customer and segment
- Revenue comes from subscriptions, licences, and usage
- Services and support materially impact margins
- Pricing decisions shape retention and expansion
Our experience in IT, Tech & SaaS
valantic
Staedean
Kick ICT
horsefly
Hive Streaming
dsp
Defion
Datascope
Centric
acora
BCIS
Verdane
TouchcastHow the sector usually works
Most IT, Tech, and SaaS companies organise around product and engineering first. Sales organisations are often highly professionalised, with strong tech enablement, SDRs, automation, and a clear split between hunters and farmers. As packaging and delivery evolve alongside growth, misalignment increases as complexity rises.
- Multiple sales motions coexist, with ownership across them missing
- Delivery teams are reactive and do not actively support growth
- Commercial decisions are decentralised and subjective
- Nobody in the organisation owns churn
- Cross-selling is difficult to achieve
Where it goes wrong
IT, tech and SaaS companies often grow revenue faster than their commercial structure. Sales, delivery and pricing get more complex and less predictable.
- Sales motions differ by segment, which makes selling more complex
- Discounts replace the value argument
- Expansion depends on individuals, not structure
- Sales feedback loops are weak
- Forecasting confidence declines with scale
- One-size-fits-all pricing limits expansion
- Bundles exist but are poorly enforced
- Land and expand happens without structure
- Pricing models evolve organically with growth
- Discounting replaces structured pricing
- Implementation runs over budget with limited options to monetise
- Customisation blurs product structure
- Badly handled incidents and service requests destroy trust
- Customer Success cannot sufficiently increase customer satisfaction
- Delivery managers avoid difficult customer discussions
Sales, pricing and delivery work as one
Strong IT, tech and SaaS companies line up sales, packaging, pricing and delivery with how customers buy, adopt and expand. Customer success supports adoption, which in turn produces upsell.
- Sales motions are clearly defined, measured and orchestrated
- Packaging and pricing support adoption and expansion, accelerated by Customer Success
- Delivery and support reinforce commercial promises
- Expansion follows a process: defined cross-sell and up-sell paths, and visible triggers
- Discounts follow rules that are enforced