Fourteen statements, about five minutes
How far along is your move to SaaS?
Rate your business today across the seven areas that decide whether it runs as a SaaS company. You get a score, your stage and the two areas to work on first, and you can have the report emailed to you.
How SaaS-ready is your business?
Your SaaS readiness
0%
Your business is ready to run as SaaS.
The model, the pricing and the numbers are in place. What limits you now is usually scale: how fast the go-to-market engine can grow without the founder in every deal.
Mostly SaaS, with a few gaps holding it back.
The core is there: a shared product and recurring revenue. The gaps below are the ones that surface in due diligence and in churn, and they are cheaper to close now than after the next round of hiring.
In transition: part software company, part services business.
This is the most common position in the region and the riskiest one to stay in. The services side pays the bills, the software side holds the value, and every quarter you run both, services wins by default. The fix is a sequenced plan, not more effort.
Early: today this runs as a services or project business.
That is a starting point, not a verdict. Most SaaS companies in the region began as agencies or custom builders. The move starts with the product and the revenue model, and everything else follows from those two.
By area
- Product
- 0 of 6
- Revenue model
- 0 of 6
- Pricing and packaging
- 0 of 6
- Go-to-market
- 0 of 6
- Retention and customer success
- 0 of 6
- Metrics and finance
- 0 of 6
- Team and operations
- 0 of 6
Fix these first
Product: Stop saying yes to one-off builds. Turn the three most-requested customisations into settings every customer gets, and price anything truly bespoke as a separate service with its own margin.
Revenue model: Put the next contract you sign on an annual subscription, even if implementation is billed separately. Then track the share of revenue that is recurring every month. It is the first ratio an investor looks at.
Pricing and packaging: Write down the last four deals you closed and look for the pattern. That is your first set of tiers. Pick one value metric that grows with the customer and put the limits on it, not on features nobody counts.
Go-to-market: List your ten best customers and what they share: sector, size, who signed and what made them start looking. Build one channel aimed only at that profile before you add a second.
Retention and customer success: Give onboarding an owner and a finish line, the first moment a customer gets real value, and measure how many reach it within 30 days. Call every customer who cancelled this year and write down the real reason.
Metrics and finance: Separate recurring from one-off revenue in your books this month, then calculate MRR, gross margin and churn the same way every month. Three honest numbers beat a dashboard of twenty.
Team and operations: Publish a quarterly roadmap and route every client request through it, so the biggest customer stops setting the agenda. Move billing and renewals onto a subscription billing system before the next twenty customers.
Every area scores 5 or more out of 6. Nothing urgent to fix: keep measuring the same way and let the go-to-market engine set the pace.
One paid hour, $99, booked through BrainsMingle. Bring this report and we turn your two weakest areas into a plan.