A portfolio company CTO walks me through their tech stack.
I count 47 active SaaS subscriptions. The CFO has signed off on 31 of them. The procurement system knows about 22.
This is what happens when you scale from $8M to $40M in 30 months through add-ons and the operating model never catches up.
-> Marketing needs attribution platforms.
-> Engineering needs CI/CD and monitoring.
-> Customer success inherited three ticketing systems from acquisitions that never consolidated.
The CFO sees software spend climbing 18% year-over-year. But there is no centralized view of what each system does or who owns the contract. By diligence, the buyer’s IT team finds duplicate functionality and the purchase price adjustment conversation starts.
Most portfolio companies discover 12-20% of their SaaS spend is redundant when they finally run this reconciliation.
Worst of all, some legacy data is pulled with individual KPIs referencing 2024 data that isn’t moving anymore.
Cost impact, data vagueness, operational inefficiencies, lack of QofE check ups, workflow and system of record discrepancies – small moves can solve several significant pain points simultaneously.
