Weighted Feature Adoption

Percentage of customer churn (logo or ARR, define explicitly) where the primary stated reason is product or quality problems — bugs, performance, missing core functionality, reliability incidents. Distinguishes product-driven churn from pricing-driven, competitor-driven, or use-case-fit-driven churn. Common pitfall: relying on free-text exit-survey reasons. Customers commonly cite "price" when the underlying issue was reliability or missing features — boards should require both the customer-stated reason and the CSM/Account-Manager-assigned root cause, and watch the gap. The Pendo "Product-Led Growth Benchmark" and similar product-analytics publishers cover product-driven churn qualitatively, not as published numeric ranges.

Percentage of the planned roadmap (typically next 1–2 quarters) allocated to offensive bets — net-new capabilities, market expansion, differentiation moats, new monetization. The "what proportion of the plan is about winning" view. Common pitfall: counting "improvements to existing features" as offensive when the change is really table-stakes parity work. Boards should expect a McKinsey-style horizon framing (Horizon 1 = core, Horizon 2 = adjacent, Horizon 3 = transformational) or an equivalent classification, and apply it consistently. Per the original McKinsey "Three Horizons" framing (Baghai/Coley/White, "The Alchemy of Growth", 1999), a healthy portfolio funds all three — over-indexing on any one is a strategic risk.

Narrative overview of the product portfolio — which products are growth engines, which are cash cows, which are innovation bets, and which are candidates for sunset. The CEO/CPO articulation of "what game each product line is playing." Frequently structured along the McKinsey Three Horizons framing or the classic BCG growth-share matrix (stars / cash cows / question marks / dogs — per Bruce Henderson's "The Product Portfolio", 1970). Common pitfall: the portfolio narrative does not name horizons, life-cycle stages, or sunset candidates — a portfolio described entirely as "growth engines" is not a portfolio strategy, it is a wishlist. Boards should push for explicit classification of every material product.

Annual Recurring Revenue — the value of all recurring subscription revenue normalized to a one-year run-rate as of the period close. The headline operating metric for a subscription business; every growth and efficiency ratio (NRR, GRR, magic number, CAC payback, Rule of 40) is calibrated against it. Excludes one-time fees, professional services, and non-contractual usage. Common pitfall: confusing ARR (contracted recurring) with revenue (recognized) or with CARR (contracted incl. not-yet-live) — the SMSB standard draws sharp lines between them, and boards expect the same discipline. The KpiVarianceTable widget surfaces forecast / actual / variance / status / future-forecast columns against the same field.

Recurring revenue retained from the cohort of customers present at the start of the period, including expansion (upsell, cross-sell, price increases) and net of churn and contraction — but excluding revenue from net-new logos acquired in-period. Per the SaaS Metrics Standards Board (SMSB) NRR standard. NRR above 100% means the cohort grew faster than it lost — a hallmark of strong product-led expansion. The board reads NRR alongside GRR (`customers.gross_revenue_retention`) to separate the "keep + expand" signal from the "just keep" signal. Common pitfall: mixing GAAP revenue and ARR in numerator vs. denominator, or letting net-new logo revenue leak in — both inflate the number; SMSB is explicit that the cohort is closed at period start.