Evidence
Client stories and review notes
What SaaS teams noticed during KPI and control review engagements — including the awkward parts.
“They caught that our “activated user” count double-counted trial restarts after a billing migration. The board pack finally matched the warehouse export.”
“The review took longer in week two than we hoped because source systems were messy — but the control matrix they left is still what we use before each monthly close.”
“We expected a polished slide deck. What we got was a blunt list of event names that meant different things to growth and CS. Uncomfortable, useful.”
“Farid sat with our controller through one close week in KL. He did not rewrite our ledger; he showed where credit notes bypassed approval. That alone paid for the fee.”
Extended story: reconcilling retention before Series B
A Klang Valley B2B SaaS team asked us for a SaaS KPI Control Review six weeks before diligence. Product reported net retention above 110%; finance could not reproduce the cohort from invoices.
Constraint: two analytics properties still held events from a pre-migration product line, and finance only received a monthly CSV without cohort keys.
What we did: rebuilt the retention definition from invoice line items first, then traced which product events could support the same cohort. Three workshops later, both sides agreed on a customer-level key and a documented exclusion list for paused contracts.
Outcome: the diligence appendix used one retention chart with footnotes. The team still debates growth tactics — but not the denominator.
Extended story: close-week access rights
A multi-entity SaaS finance team booked a Financial Control Audit after an external auditor flagged weak evidence around credit memos.
We observed one close week on-site, sampled thirty credit notes, and mapped who could issue, approve, and post. Two people held all three rights in a subsidiary entity. The findings memo recommended a dual-approval rule and a monthly exception report — implemented by their controller without buying new systems.
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