A lot of companies calling themselves SaaS are not.

This is a SaaS business.

Recurring revenue on a shared product, expanding inside the customer base. Which means the constraint on your growth is almost certainly not the model — it is the operating layer underneath it, and that is a conversation worth having properly.

Thirty minutes, free, straight into my calendar. Bring the number that worries you most.

There is a SaaS business in here, with something heavy attached to it.

Some of what you answered no to is dragging: services revenue crowding out subscription revenue, or custom builds gating every new customer. This is the most common shape in the region and the most fixable — but the fix is a sequencing decision, not a tactic, and it is the exact thing the call is for.

Thirty minutes, free. Worth it specifically because the answer here is "it depends", and it depends on things I would need to ask you about.

This is not a SaaS business — at least not yet.

It may well be a better business than one. Agencies, custom development shops and licence sales can be more profitable per head and far less capital-hungry than SaaS. But SaaS advice will actively mislead you: the metrics do not transfer, the benchmarks do not apply, and the investors who use them will price you as something you are not. Start by understanding which business you are actually in.

No call to book here — it would waste your time. Read these instead, and the newsletter covers this ground most weeks.