Leadership is leading, Sales is selling, and Product is shipping. But the numbers aren’t moving the way the plan says they should.
Most growth plans are built on the same assumptions that generated early revenue. None of it has been pressure-tested at the price point, the volume, or the speed the plan assumes. Untested assumptions don’t stay hidden. They show up in the numbers.
York Effect assessed 75+ founders and growth leaders, from pre-revenue to $5M ARR, across two dimensions: Offer Clarity and Audience Validation.
Most companies were operating 30% below what was required to reach their revenue goals. Confidence was high. Proof was not.
Do you really want to know? Take the KPI Reality Check and score your business on the two dimensions that determine whether your growth plan is built to scale.
Most companies discover they’re earlier in the journey than their ARR suggests. Book a call. We run it with you. LIVE.
For when the problem lives in the business.
For when the problem lives in the market.
Every new customer means more implementation hours, more time troubleshooting client-specific exceptions, and more engineering on one-off requests. That work scales with headcount, not with product. Revenue keeps growing. Margin doesn’t.
The $10M ARR Plan Assumes a System. The Company Still Runs on the Founder. Series A vertical SaaS teams don’t scale through process at this stage, they scale through a few key people, with the founder holding it all together, rescuing deals and clarifying priorities as they go.
Your Tool Assumes a Relay Race. The Business Runs a Scrimmage. Supply chain, manufacturing, food & beverage, and logistics businesses do not operate in a straight line. They run through overlapping decisions, exceptions, and real-time adjustments happening across teams.
Receive our latest blog posts directly in your inbox!