Industry Context
Enterprise software firms racing to subscription models often stumble on execution. Rapid acquisitions can dilute focus, strain talent, and fracture customer success. Without structural discipline, growth targets quickly unravel.
The Challenge
- Revenue declined 3% despite a 10–12% growth target.
- 70 new AEs hired, but performance varied (65% above → 77% below benchmark).
- Attrition soared up to 77% in some cohorts.
The Aha! Insight
Adding headcount didn’t fix the problem. TIBCO was facing a retention crisis hidden behind what looked like a sales productivity issue. SBI shifted the lens from seller coverage to true customer ownership.
SBI's Approach
- Designed hunter–farmer model with new key account managers.
- Built a customer success team to own renewals and high-value relationships.
- Redesigned territories, quotas, and comp plans to incentivize the right motions.
- Established a Revenue Growth Office (RGO) to coordinate growth initiatives.
Before vs. After Snapshot
Before SBI
Disconnected org design, high attrition, inconsistent performance. |
After SBI
Account-based coverage, improved retention, aligned incentives, centralized growth office. |
Results
- 4% reduction in attrition.
- $45M whitespace identified in base.
- $1.6B incremental in market cap.
Persona Lens Impact
- CEO: Back on growth trajectory.
- CFO: Market cap impact and predictable retention.
- CRO: Reduced attrition, stronger coverage.
- CMO: Cross-functional alignment to improve customer lifetime value.