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Board Deck Template
For SaaS Companies
Agenda
#1 Approval of Previous Board Minutes
#2 Activity Report
#3 Main Board Topic
#4 Additional Topics
#5 Decisions to Be Approved
#1
Approval of
Previous Board Minutes
Previous Boards
After each board, send quick minutes of the board (see Serena
Capital Template : Minutes of the board meeting)
Integrate all changes asked by your shareholders
Make sure that you start each board by a formal approval
of the minutes of the previous board
#2
Activity Report
Executive Summary
• Business issues vs obj.
• Any issue on IP
• Delay on product delivery
• Cash issues
• Etc.
• Key business topics
• Big wins – new names
• Main product updates
• Any good news on projects
• New hiring
Key Milestones and Achievements
At any given time, you should have a macro execution plan for the next 3
quarters. This plan should be put together by all management staff in
quarterly off-site sessions.
Share it with your board with an aggregated view and monitor execution by
color coding the different milestones of the current quarter in green, orange
and red. Hereafter an example of key milestones and achievements.
Key Milestones and Achievements
Q1 Q2 Q3 Q4
Product V2.0 with new UI + Grafical identity App galery delivered Integration with XXX done
Business
5 new Sales onboarded and ramp-up
3 key EU partners enabled
First European global customer
70% sales rep on target
Chanel manager + program set-up
UK partner set-up
5 US + 3 EU Sales onboarded
The partner big deal proof >= 300k€
XXX k€ MRR
Delivery
Delivery process finalized (KPIs,
Ramp-up)
Training machine up and running
Project templated generated
Support team and process set-up
4 New consultants onboarded with
new process
Customer care setup to secure
renewal
1000 days delivered with happy
customers
Marketing
Marketing Automation tool set-up
New website with first set of XX
content
10 Uses cases
Website v2 including partner portal
and add contents
Scoring and nurturing programs
running
Marketing KPIs monitored
WW comm coordination setup
First PR in US press
500 trials and community per month
4 positive analysts articles
US
subsidiary
Marketing evangelist hired
Legal corporate ready
5 US opportunities generated
External Marketing ressource in
First deal signed (with services)
2-3 customers signed
implementation & sales team ready
$XXk MRR
Admin
Robust Invoicing process
COFACE + PM_UP + CIR finalized
KPIs And board pack industrialized
Back office from marketing to
invoicing ready
Office move prepared
KPIs (Marketing, Support, Quality, etc.)
✓ Try to find, as much as possible, quantifiable KPIs or status flags
✓ Make sure that each department has its own slide. It allows you as CEO to
monitor easily each team’s activity
✓ For all quantifiable KPIs, make sure that you provide a graph showing the
trend month after month taking into consideration the budget hypothesis.
Remember that the board member sees 5 to 10 board packs per month and
cannot remember previous figures. With graphs, in one minute everybody can
understand the development, good or ba
✓ Each year, try to figure out what the year’s key goals are and make sure that in
your board pack you indicate which KPIs will help the board members and you
detect early signs of progress or difficulty.
650
700
750
800
850
900
MRR Budget MRR Achieved MRR Forecast
Jan Feb March April May June July August Sept Oct Nov Dec Total
MRR
"+ Newbiz ### #### ### ### ### ### ### ### ### ### ### ### ###
"+ Upsell ### ### ### ### ### ### ### ### ### ### ### ### ###
"- Churn ### ### ### ### ### ### ### ### ### ### ### ### ###
MRR end of period ### ### ### ### ### ### ### ### ### ### ### ### ###
cMRR vs Budget
Insert your
figures
cMRR vs Budget / BU
650
700
750
800
850
900
Northern Europe
MRR Budget MRR Achieved MRR Forecast
650
700
750
800
850
900
Southern Europe
MRR Budget MRR Achieved MRR Forecast
650
700
750
800
850
900
US
MRR Budget MRR Achieved MRR Forecast
650
700
750
800
850
900
Central Asia
MRR Budget MRR Achieved MRR Forecast
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
January February March April May June July August September October November December
Cumulated nber of customers (forecast) Cumulated nber of customers (achieved)
Cumulated nber of active users (achieved) Cumulated nber of active users (forecast)
Customers & active users (qty)
NB Customers & Active Users
• List of Opportunities at a certain stage :
- Prospect Name
- Vertical or geo
- Quarter or month of closing
- Upsell/ newbiz
- Partner
- Amont
• Ordered by quarter of expected closing date
• Unweighted sum per quarter
Unweighted Pipeline
Insert an
extract of
your CRM
0
10
20
30
40
50
60
70
80
90
100
Cumulated churn budget Cumulated churn achieved Cumulated churn forecast Churn achieved
Amount (k€)
Churn vs Budget
Q1 Q2 Q3 Q4
product1 V1.0
March 31st
product2 1.0
March 31st
Product2 V5.4
July 23rd
Product1 V1.1
October 29th
Product3 V1.1
October 29th
product2 V5.3x
March 31st
Product3 V1.05
July 23rd
On Time
Delayed
Canceled
Delivered
Project
Status
Product 1
Product 2
Product 3
Product Roadmap Update
Website
Jan Feb Mar Apr May Total Vs 2014
Traffic 46 329 47 938 58 209 51 926 49 236 253 638 +157%
Conversions 1 124 1 531 1 617 1 249 1 738 7 259 +76%
Demand Generation
France Spain UK Total
Leads created 140 348 18 506
Opps created 22 47 4 73
Opps won 10 3 1 14
MRR €3 000 €810 €480 €4 290
Marketing KPIs
Customer Success KPIs
Main project report: If you are setting up large-scale projects, it is vital to
monitor these projects to make sure they are well managed and identify
reasons for potential risk. This can be classified as green, orange or red.
Risk level analysis: Clearly define 3 levels of risk and for each of your Tier 1
and/or Tier 2 customers, analyze the level of risk to get an idea of the
likelihood of churn.
BU Client Name Days sold
Project
amount
Risk reason
Completion
percentage
Northern Europe Client 1 3 €70 000 OK 90%
Northern Europe Client 2 1.5 €55 000 PM change 45%
Southern Europe Client 3 7.5 €25 000 OK 80%
Southern Europe Client 4 4 €93 000 Tech issue 10%
Southern Europe Client 5 9 €80 000 OK 85%
Customer Success – Main Projects Report
0
10
20
30
40
50
60
70
Risk 1 Risk 2 Risk 3
Number of customers at risk
Customer Success – Risk Levels Analysis
NB : Regressions : something that was working before in the previous release
0
10
20
30
40
50
60
70
80
90
100
January February March April May June July August September October November December
Bugs found Solved Opened Regression
Product Quality & Bugs
P&L
Q1 Q2 Q3 Q4 FY 2017
Revenues
Revenues from Software 103 468 111 242 121 454 138 101 474 265
Revenues from Service 16 365 17 608 23 437 35 684 93 094
Total Revenues 119 833 128 850 144 891 173 784 567 359
Costs
Sales
Sales Salaries 141 164 56 504 56 504 112 841 367 013
Sales Expenses 4 000 4 000 4 000 5 300 17 300
Sales Tool 2 420 2 420 2 420 2 420 9 680
Total Sales Costs 147 584 62 924 62 924 120 561 393 993
Marketing
Marketing Salaries 36 741 22 241 22 241 22 241 103 462
Marketing - External Event 13 921 19 482 74 459 34 966 142 828
Marketing Tool 2 661 2 661 2 661 2 661 10 644
Total Marketing Costs 53 323 44 384 99 360 59 868 256 934
Customer Success
Customer Success Salaries 34 054 16 779 16 779 16 779 84 391
Total Customer Success Costs 34 054 16 779 16 779 16 779 84 391
Data Science
Data Science Salaries 45 055 28 546 28 546 28 546 130 693
DS Tool 6 000 6 000 6 000 6 000 24 000
Total Data Science Costs 51 055 34 546 34 546 34 546 154 693
R&D
R&D Salaries 65 980 52 186 54 027 54 027 226 219
R&D Tool 3 211 3 232 3 243 3 244 12 930
Total R&D Costs 69 191 55 418 57 270 57 271 239 149
Other
Total Other Costs 167 978 179 541 127 817 126 822 1 544 463
Total Costs 523 183 393 591 398 697 415 847 2 673 622
EBIT net of Grants (403 350) (264 741) (253 806) (242 063) (1 163 959)
Cash Collection Indicators
Insert here
DSO evolution
over time
0
10
20
30
40
50
60
DSO evolution
Cash Forecast
January
Actual
February
Actual
March
Forecast
April
Forecast
May
Forecast
June
Forecast
Total YTD
Forecast
Opening blance 291 403 31 190 551 347 170
Cash receipts from operations 477 96 644 289 337 294 4771
Cash receipts from financing 500 2500
Cash receipts from subsidiaries 46
Other cash in 525 1 40 192 35 26 1054
Total cash receipts 1002 97 684 981 372 320 8370
Cash disbursments from operations -637 -403 -517 -612 -558 -415 -6636
Cash disbursments from investments
Debt repayment from financing
Cash disbursments to subsidiaries -55 -10 -50 -570
Other disbursments
Restructuration -198 -66 -8 -8 -8 -8 -1141
Total disbursments -890 -469 -525 -620 -576 -473 -8346
Revised Closing balance 403 31 190 551 347 194 194
Employee Update
DEPARTMENT
YTD
HIRES
YTD
DEPARTURES
ACTUAL #
September 1st
FORECAST #
September 1st
CUSTOMER
SUCCESS
+7 -1 29 35
DATA +3 0 24 27
SALES +5 -2 23 26
EXECUTIVE 0 0 2 2
FINANCE +2 0 10 12
MARKETING +1 0 12 13
MIS 0 -1 3 2
OPERATIONS +1 0 6 7
PRODUCT +2 0 5 7
R&D +5 0 37 42
TOTAL +26 -4 151 173
#3
Main Board Topic
Main Board Topics
A best practice is to have a different main topic for each board
meeting. You can invite the relevant C-level manager to present to
the board their goals and achievements. When at the end of the year
you decide next year’s board dates, you can put forward one main
topic per meeting.
Some Ideas of Board Topics
#1  Sales (VP sales): Last year’s results and the new year plan, goals and upside
#2  Marketing (CMO): Last year’s achievements and plan for the current year
#3 Product (CPO): Product demo, roadmap presentation
#4  Strategy: During summer, plan a full day with all shareholders to think about
the company’s 3 year strategy
#5 Customer Success (VP customer success): Process and achievements,
churn review & analysis
#6  Budget overview (CFO): Main budget hypothesis
#7  Budget validation (CFO): Budget details and validation
#4
Additional Topics
Add any specific questions like Stock Option
Allocation, Package, Legal topic or another
important additional topic.
Additional Topics
#5
Decisions to Be Approved
Decisions to Be Approved
Depending on your shareholder agreement, there are some decisions that
have to be formally approved by the board.
Make sure that you know exactly what needs to be approved and
that it is recorded in the board meeting’s minutes.
Some decisions that have to be formally approved: budget approval, key
hiring, salary increase, opening of a subsidiary, etc.
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Board Deck Template for SaaS Companies

  • 1. Board Deck Template For SaaS Companies
  • 2. Agenda #1 Approval of Previous Board Minutes #2 Activity Report #3 Main Board Topic #4 Additional Topics #5 Decisions to Be Approved
  • 4. Previous Boards After each board, send quick minutes of the board (see Serena Capital Template : Minutes of the board meeting) Integrate all changes asked by your shareholders Make sure that you start each board by a formal approval of the minutes of the previous board
  • 6. Executive Summary • Business issues vs obj. • Any issue on IP • Delay on product delivery • Cash issues • Etc. • Key business topics • Big wins – new names • Main product updates • Any good news on projects • New hiring
  • 7. Key Milestones and Achievements At any given time, you should have a macro execution plan for the next 3 quarters. This plan should be put together by all management staff in quarterly off-site sessions. Share it with your board with an aggregated view and monitor execution by color coding the different milestones of the current quarter in green, orange and red. Hereafter an example of key milestones and achievements.
  • 8. Key Milestones and Achievements Q1 Q2 Q3 Q4 Product V2.0 with new UI + Grafical identity App galery delivered Integration with XXX done Business 5 new Sales onboarded and ramp-up 3 key EU partners enabled First European global customer 70% sales rep on target Chanel manager + program set-up UK partner set-up 5 US + 3 EU Sales onboarded The partner big deal proof >= 300k€ XXX k€ MRR Delivery Delivery process finalized (KPIs, Ramp-up) Training machine up and running Project templated generated Support team and process set-up 4 New consultants onboarded with new process Customer care setup to secure renewal 1000 days delivered with happy customers Marketing Marketing Automation tool set-up New website with first set of XX content 10 Uses cases Website v2 including partner portal and add contents Scoring and nurturing programs running Marketing KPIs monitored WW comm coordination setup First PR in US press 500 trials and community per month 4 positive analysts articles US subsidiary Marketing evangelist hired Legal corporate ready 5 US opportunities generated External Marketing ressource in First deal signed (with services) 2-3 customers signed implementation & sales team ready $XXk MRR Admin Robust Invoicing process COFACE + PM_UP + CIR finalized KPIs And board pack industrialized Back office from marketing to invoicing ready Office move prepared
  • 9. KPIs (Marketing, Support, Quality, etc.) ✓ Try to find, as much as possible, quantifiable KPIs or status flags ✓ Make sure that each department has its own slide. It allows you as CEO to monitor easily each team’s activity ✓ For all quantifiable KPIs, make sure that you provide a graph showing the trend month after month taking into consideration the budget hypothesis. Remember that the board member sees 5 to 10 board packs per month and cannot remember previous figures. With graphs, in one minute everybody can understand the development, good or ba ✓ Each year, try to figure out what the year’s key goals are and make sure that in your board pack you indicate which KPIs will help the board members and you detect early signs of progress or difficulty.
  • 10. 650 700 750 800 850 900 MRR Budget MRR Achieved MRR Forecast Jan Feb March April May June July August Sept Oct Nov Dec Total MRR "+ Newbiz ### #### ### ### ### ### ### ### ### ### ### ### ### "+ Upsell ### ### ### ### ### ### ### ### ### ### ### ### ### "- Churn ### ### ### ### ### ### ### ### ### ### ### ### ### MRR end of period ### ### ### ### ### ### ### ### ### ### ### ### ### cMRR vs Budget Insert your figures
  • 11. cMRR vs Budget / BU 650 700 750 800 850 900 Northern Europe MRR Budget MRR Achieved MRR Forecast 650 700 750 800 850 900 Southern Europe MRR Budget MRR Achieved MRR Forecast 650 700 750 800 850 900 US MRR Budget MRR Achieved MRR Forecast 650 700 750 800 850 900 Central Asia MRR Budget MRR Achieved MRR Forecast
  • 12. 0 10000 20000 30000 40000 50000 60000 70000 80000 90000 January February March April May June July August September October November December Cumulated nber of customers (forecast) Cumulated nber of customers (achieved) Cumulated nber of active users (achieved) Cumulated nber of active users (forecast) Customers & active users (qty) NB Customers & Active Users
  • 13. • List of Opportunities at a certain stage : - Prospect Name - Vertical or geo - Quarter or month of closing - Upsell/ newbiz - Partner - Amont • Ordered by quarter of expected closing date • Unweighted sum per quarter Unweighted Pipeline Insert an extract of your CRM
  • 14. 0 10 20 30 40 50 60 70 80 90 100 Cumulated churn budget Cumulated churn achieved Cumulated churn forecast Churn achieved Amount (k€) Churn vs Budget
  • 15. Q1 Q2 Q3 Q4 product1 V1.0 March 31st product2 1.0 March 31st Product2 V5.4 July 23rd Product1 V1.1 October 29th Product3 V1.1 October 29th product2 V5.3x March 31st Product3 V1.05 July 23rd On Time Delayed Canceled Delivered Project Status Product 1 Product 2 Product 3 Product Roadmap Update
  • 16. Website Jan Feb Mar Apr May Total Vs 2014 Traffic 46 329 47 938 58 209 51 926 49 236 253 638 +157% Conversions 1 124 1 531 1 617 1 249 1 738 7 259 +76% Demand Generation France Spain UK Total Leads created 140 348 18 506 Opps created 22 47 4 73 Opps won 10 3 1 14 MRR €3 000 €810 €480 €4 290 Marketing KPIs
  • 17. Customer Success KPIs Main project report: If you are setting up large-scale projects, it is vital to monitor these projects to make sure they are well managed and identify reasons for potential risk. This can be classified as green, orange or red. Risk level analysis: Clearly define 3 levels of risk and for each of your Tier 1 and/or Tier 2 customers, analyze the level of risk to get an idea of the likelihood of churn.
  • 18. BU Client Name Days sold Project amount Risk reason Completion percentage Northern Europe Client 1 3 €70 000 OK 90% Northern Europe Client 2 1.5 €55 000 PM change 45% Southern Europe Client 3 7.5 €25 000 OK 80% Southern Europe Client 4 4 €93 000 Tech issue 10% Southern Europe Client 5 9 €80 000 OK 85% Customer Success – Main Projects Report
  • 19. 0 10 20 30 40 50 60 70 Risk 1 Risk 2 Risk 3 Number of customers at risk Customer Success – Risk Levels Analysis
  • 20. NB : Regressions : something that was working before in the previous release 0 10 20 30 40 50 60 70 80 90 100 January February March April May June July August September October November December Bugs found Solved Opened Regression Product Quality & Bugs
  • 21. P&L Q1 Q2 Q3 Q4 FY 2017 Revenues Revenues from Software 103 468 111 242 121 454 138 101 474 265 Revenues from Service 16 365 17 608 23 437 35 684 93 094 Total Revenues 119 833 128 850 144 891 173 784 567 359 Costs Sales Sales Salaries 141 164 56 504 56 504 112 841 367 013 Sales Expenses 4 000 4 000 4 000 5 300 17 300 Sales Tool 2 420 2 420 2 420 2 420 9 680 Total Sales Costs 147 584 62 924 62 924 120 561 393 993 Marketing Marketing Salaries 36 741 22 241 22 241 22 241 103 462 Marketing - External Event 13 921 19 482 74 459 34 966 142 828 Marketing Tool 2 661 2 661 2 661 2 661 10 644 Total Marketing Costs 53 323 44 384 99 360 59 868 256 934 Customer Success Customer Success Salaries 34 054 16 779 16 779 16 779 84 391 Total Customer Success Costs 34 054 16 779 16 779 16 779 84 391 Data Science Data Science Salaries 45 055 28 546 28 546 28 546 130 693 DS Tool 6 000 6 000 6 000 6 000 24 000 Total Data Science Costs 51 055 34 546 34 546 34 546 154 693 R&D R&D Salaries 65 980 52 186 54 027 54 027 226 219 R&D Tool 3 211 3 232 3 243 3 244 12 930 Total R&D Costs 69 191 55 418 57 270 57 271 239 149 Other Total Other Costs 167 978 179 541 127 817 126 822 1 544 463 Total Costs 523 183 393 591 398 697 415 847 2 673 622 EBIT net of Grants (403 350) (264 741) (253 806) (242 063) (1 163 959)
  • 22. Cash Collection Indicators Insert here DSO evolution over time 0 10 20 30 40 50 60 DSO evolution
  • 23. Cash Forecast January Actual February Actual March Forecast April Forecast May Forecast June Forecast Total YTD Forecast Opening blance 291 403 31 190 551 347 170 Cash receipts from operations 477 96 644 289 337 294 4771 Cash receipts from financing 500 2500 Cash receipts from subsidiaries 46 Other cash in 525 1 40 192 35 26 1054 Total cash receipts 1002 97 684 981 372 320 8370 Cash disbursments from operations -637 -403 -517 -612 -558 -415 -6636 Cash disbursments from investments Debt repayment from financing Cash disbursments to subsidiaries -55 -10 -50 -570 Other disbursments Restructuration -198 -66 -8 -8 -8 -8 -1141 Total disbursments -890 -469 -525 -620 -576 -473 -8346 Revised Closing balance 403 31 190 551 347 194 194
  • 24. Employee Update DEPARTMENT YTD HIRES YTD DEPARTURES ACTUAL # September 1st FORECAST # September 1st CUSTOMER SUCCESS +7 -1 29 35 DATA +3 0 24 27 SALES +5 -2 23 26 EXECUTIVE 0 0 2 2 FINANCE +2 0 10 12 MARKETING +1 0 12 13 MIS 0 -1 3 2 OPERATIONS +1 0 6 7 PRODUCT +2 0 5 7 R&D +5 0 37 42 TOTAL +26 -4 151 173
  • 26. Main Board Topics A best practice is to have a different main topic for each board meeting. You can invite the relevant C-level manager to present to the board their goals and achievements. When at the end of the year you decide next year’s board dates, you can put forward one main topic per meeting.
  • 27. Some Ideas of Board Topics #1  Sales (VP sales): Last year’s results and the new year plan, goals and upside #2  Marketing (CMO): Last year’s achievements and plan for the current year #3 Product (CPO): Product demo, roadmap presentation #4  Strategy: During summer, plan a full day with all shareholders to think about the company’s 3 year strategy #5 Customer Success (VP customer success): Process and achievements, churn review & analysis #6  Budget overview (CFO): Main budget hypothesis #7  Budget validation (CFO): Budget details and validation
  • 29. Add any specific questions like Stock Option Allocation, Package, Legal topic or another important additional topic. Additional Topics
  • 30. #5 Decisions to Be Approved
  • 31. Decisions to Be Approved Depending on your shareholder agreement, there are some decisions that have to be formally approved by the board. Make sure that you know exactly what needs to be approved and that it is recorded in the board meeting’s minutes. Some decisions that have to be formally approved: budget approval, key hiring, salary increase, opening of a subsidiary, etc.