NimbusHR is a B2B SaaS company that sells HR workflow software to small and mid-sized businesses in the US. The company has grown to $48M ARR, serves 4,200 customers, and competes against larger suites like Gusto, Rippling, and BambooHR. You are the newly hired VP of Strategy, and the CEO believes the company is executing too many disconnected initiatives. Product is building enterprise features, sales is pushing mid-market expansion, marketing is focused on SMB lead volume, and customer success is asking for retention investments. Leadership wants a clear plan to align every team’s work to company objectives for the next fiscal year.
NimbusHR has set a top-level company objective to reach $65M ARR in 12 months while improving profitability and reducing churn. However, teams are measured on different local goals, and resource allocation is fragmented across too many projects. The CEO has asked you to recommend how the company should align functional priorities, metrics, and investment decisions to the company objective. The recommendation must be specific enough to guide budgeting, headcount allocation, and quarterly planning.
| Metric | Current | Notes |
|---|---|---|
| ARR | $48M | Target: $65M in 12 months |
| Gross revenue retention | 86% | Down from 89% last year |
| Net revenue retention | 102% | Expansion exists but is limited |
| New ARR mix | 70% SMB / 30% mid-market | Mid-market ACV is 3.2x SMB |
| Sales efficiency | CAC payback: 14 months SMB / 20 months mid-market | Marketing spend heavily SMB-weighted |
| Product capacity | 60 engineers | Current roadmap spread across 17 active initiatives |
Additional operating facts:
As VP of Strategy, prepare a recommendation for the executive team.