Having a consistent LTV stake in the ground is definitely beneficial for trends in both early stage SaaS firms and for investors. Unfortunately, like valuations, metrics are most often self-serving and guide perception; which with enough marketing can become reality. What to do? An independent arbitrator?
It's a topic that could be debated endlessly, but the bottom line is your metrics should inform decision makers and it's what you do strategically with the metrics that makes all of the difference.
This is a really great channel thank you. There isn't much out there on FP&A that isn't overly (or overtly) focused on systems rather than FP&A best practices. Having spent nearly a decade absorbing best FP&A practices from a blue chip company then becoming the last FP&A staff at a fledgling retail fashion house and now ultimately finding myself establishing FP&A best practices from the ground up at a startup environment, this content is invaluable to me. I would be curious to get your take on proper shared services allocation methodologies from a budgeting perspective. As an example, we have a dept that is responsible for maintaining our pool of online influencers. Other departments tap this department's pool of influencers for various marketing activations thereby earning the company advertising revenue. These departments are given the revenue credit for these activations. But how would the department actually responsible for maintaining the talent assets (shared resource) be credited for this revenue to determine what an appropriate budget ought to be? Keep up the great work!!
Hi Robert , we agree and try to provide insights into the world of FP&A beyond traditional methods. Sounds like you have a very specific use case for your department revenue and budgeting, which we would be happy to talk with you in more detail about. Please contact us at info@futureviewsystems.com any time!
Having a consistent LTV stake in the ground is definitely beneficial for trends in both early stage SaaS firms and for investors. Unfortunately, like valuations, metrics are most often self-serving and guide perception; which with enough marketing can become reality. What to do? An independent arbitrator?
It's a topic that could be debated endlessly, but the bottom line is your metrics should inform decision makers and it's what you do strategically with the metrics that makes all of the difference.
This is a really great channel thank you. There isn't much out there on FP&A that isn't overly (or overtly) focused on systems rather than FP&A best practices. Having spent nearly a decade absorbing best FP&A practices from a blue chip company then becoming the last FP&A staff at a fledgling retail fashion house and now ultimately finding myself establishing FP&A best practices from the ground up at a startup environment, this content is invaluable to me. I would be curious to get your take on proper shared services allocation methodologies from a budgeting perspective. As an example, we have a dept that is responsible for maintaining our pool of online influencers. Other departments tap this department's pool of influencers for various marketing activations thereby earning the company advertising revenue. These departments are given the revenue credit for these activations. But how would the department actually responsible for maintaining the talent assets (shared resource) be credited for this revenue to determine what an appropriate budget ought to be? Keep up the great work!!
Hi Robert , we agree and try to provide insights into the world of FP&A beyond traditional methods. Sounds like you have a very specific use case for your department revenue and budgeting, which we would be happy to talk with you in more detail about. Please contact us at info@futureviewsystems.com any time!