Board Deck Template

For SaaS Companies

Agenda

#1 Approval of Previous Board Minutes

#2 Activity Report

#3 Main Board Topic

#4 Additional Topics

#5 Decisions to Be Approved

#1

Approval of

Previous Board Minutes

Previous Boards

After each board, send quick minutes of the board (see Serena

Capital Template : Minutes of the board meeting)

Integrate all changes asked by your shareholders

Make sure that you start each board by a formal approval

of the minutes of the previous board

#2

Activity Report

Executive Summary

• Business issues vs obj.

• Any issue on IP

• Delay on product delivery

• Cash issues

• Etc.

• Key business topics

• Big wins – new names

• Main product updates

• Any good news on projects

• New hiring

Key Milestones and Achievements

At any given time, you should have a macro execution plan for the next 3

quarters. This plan should be put together by all management staff in

quarterly off-site sessions.

Share it with your board with an aggregated view and monitor execution by

color coding the different milestones of the current quarter in green, orange

and red. Hereafter an example of key milestones and achievements.

Key Milestones and Achievements

Q1 Q2 Q3 Q4

Product V2.0 with new UI + Grafical identity App galery delivered Integration with XXX done

Business 5 new Sales onboarded and ramp-up

3 key EU partners enabled

First European global customer

70% sales rep on target

Chanel manager + program set-up

UK partner set-up

5 US + 3 EU Sales onboarded

The partner big deal proof >= 300k€XXX k€ MRR

DeliveryDelivery process finalized (KPIs,

Ramp-up)

Training machine up and running

Project templated generated

Support team and process set-up

4 New consultants onboarded with

new process

Customer care setup to secure

renewal

1000 days delivered with happy

customers

Marketing

Marketing Automation tool set-up

New website with first set of XX

content

10 Uses cases

Website v2 including partner portal

and add contents

Scoring and nurturing programs

running

Marketing KPIs monitored

WW comm coordination setup

First PR in US press

500 trials and community per month

4 positive analysts articles

US

subsidiary

Marketing evangelist hired

Legal corporate ready

5 US opportunities generated

External Marketing ressource in

First deal signed (with services)

2-3 customers signed

implementation & sales team ready $XXk MRR

AdminRobust Invoicing process

COFACE + PM_UP + CIR finalized

KPIs And board pack industrialized

Back office from marketing to

invoicing ready Office move prepared

KPIs (Marketing, Support, Quality, etc.)

✓ Try to find, as much as possible, quantifiable KPIs or status flags

✓ Make sure that each department has its own slide. It allows you as CEO to

monitor easily each team’s activity

✓ For all quantifiable KPIs, make sure that you provide a graph showing the

trend month after month taking into consideration the budget hypothesis.

Remember that the board member sees 5 to 10 board packs per month and

cannot remember previous figures. With graphs, in one minute everybody can

understand the development, good or ba

✓ Each year, try to figure out what the year’s key goals are and make sure that in

your board pack you indicate which KPIs will help the board members and you

detect early signs of progress or difficulty.

650

700

750

800

850

900

MRR Budget MRR Achieved MRR Forecast

Jan Feb March April May June July August Sept Oct Nov Dec Total

MRR

"+ Newbiz ### #### ### ### ### ### ### ### ### ### ### ### ###

"+ Upsell ### ### ### ### ### ### ### ### ### ### ### ### ###

"- Churn ### ### ### ### ### ### ### ### ### ### ### ### ###

MRR end of period ### ### ### ### ### ### ### ### ### ### ### ### ###

cMRR vs Budget

Insert your

figures

cMRR vs Budget / BU

650

700

750

800

850

900

Northern Europe

MRR Budget MRR Achieved MRR Forecast

650

700

750

800

850

900

Southern Europe

MRR Budget MRR Achieved MRR Forecast

650

700

750

800

850

900

US

MRR Budget MRR Achieved MRR Forecast

650

700

750

800

850

900

Central Asia

MRR Budget MRR Achieved MRR Forecast

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

January February March April May June July August September October November December

Cumulated nber of customers (forecast) Cumulated nber of customers (achieved)

Cumulated nber of active users (achieved) Cumulated nber of active users (forecast)

Customers & active users (qty)

NB Customers & Active Users

• List of Opportunities at a certain stage :

- Prospect Name

- Vertical or geo

- Quarter or month of closing

- Upsell/ newbiz

- Partner

- Amont

• Ordered by quarter of expected closing date

• Unweighted sum per quarter

Unweighted Pipeline

Insert an

extract of

your CRM

0

10

20

30

40

50

60

70

80

90

100

Cumulated churn budget Cumulated churn achieved Cumulated churn forecast Churn achieved

Amount (k€)

Churn vs Budget

Q1 Q2 Q3 Q4

product1 V1.0

March 31st

product2 1.0

March 31st

Product2 V5.4

July 23rd

Product1 V1.1

October 29th

Product3 V1.1

October 29th

product2 V5.3x

March 31st

Product3 V1.05

July 23rd

On Time

Delayed

Canceled

Delivered

Project

Status

Product 1

Product 2

Product 3

Product Roadmap Update

Website

Jan Feb Mar Apr May Total Vs 2014

Traffic 46 329 47 938 58 209 51 926 49 236 253 638 +157%

Conversions 1 124 1 531 1 617 1 249 1 738 7 259 +76%

Demand Generation

France Spain UK Total

Leads created 140 348 18 506

Opps created 22 47 4 73

Opps won 10 3 1 14

MRR €3 000 €810 €480 €4 290

Marketing KPIs

Customer Success KPIs

Main project report: If you are setting up large-scale projects, it is vital to

monitor these projects to make sure they are well managed and identify

reasons for potential risk. This can be classified as green, orange or red.

Risk level analysis: Clearly define 3 levels of risk and for each of your Tier 1

and/or Tier 2 customers, analyze the level of risk to get an idea of the

likelihood of churn.

BU Client Name Days soldProject

amountRisk reason

Completion

percentage

Northern Europe Client 1 3 €70 000 OK 90%

Northern Europe Client 2 1.5 €55 000 PM change 45%

Southern Europe Client 3 7.5 €25 000 OK 80%

Southern Europe Client 4 4 €93 000 Tech issue 10%

Southern Europe Client 5 9 €80 000 OK 85%

Customer Success – Main Projects Report

0

10

20

30

40

50

60

70

Risk 1 Risk 2 Risk 3

Number of customers at risk

Customer Success – Risk Levels Analysis

NB : Regressions : something that was working before in the previous release

0

10

20

30

40

50

60

70

80

90

100

January February March April May June July August September October November December

Bugs found Solved Opened Regression

Product Quality & Bugs

P&L

Q1 Q2 Q3 Q4 FY 2017

Revenues

Revenues from Software 103 468 111 242 121 454 138 101 474 265

Revenues from Service 16 365 17 608 23 437 35 684 93 094

Total Revenues 119 833 128 850 144 891 173 784 567 359

Costs

Sales

Sales Salaries 141 164 56 504 56 504 112 841 367 013

Sales Expenses 4 000 4 000 4 000 5 300 17 300

Sales Tool 2 420 2 420 2 420 2 420 9 680

Total Sales Costs 147 584 62 924 62 924 120 561 393 993

Marketing

Marketing Salaries 36 741 22 241 22 241 22 241 103 462

Marketing - External Event 13 921 19 482 74 459 34 966 142 828

Marketing Tool 2 661 2 661 2 661 2 661 10 644

Total Marketing Costs 53 323 44 384 99 360 59 868 256 934

Customer Success

Customer Success Salaries 34 054 16 779 16 779 16 779 84 391

Total Customer Success Costs 34 054 16 779 16 779 16 779 84 391

Data Science

Data Science Salaries 45 055 28 546 28 546 28 546 130 693

DS Tool 6 000 6 000 6 000 6 000 24 000

Total Data Science Costs 51 055 34 546 34 546 34 546 154 693

R&D

R&D Salaries 65 980 52 186 54 027 54 027 226 219

R&D Tool 3 211 3 232 3 243 3 244 12 930

Total R&D Costs 69 191 55 418 57 270 57 271 239 149

Other

Total Other Costs 167 978 179 541 127 817 126 822 1 544 463

Total Costs 523 183 393 591 398 697 415 847 2 673 622

EBIT net of Grants (403 350) (264 741) (253 806) (242 063) (1 163 959)

Cash Collection Indicators

Insert here

DSO evolution

over time

0

10

20

30

40

50

60

DSO evolution

Cash Forecast

January

Actual

February

Actual

March

Forecast

April

Forecast

May

Forecast

June

Forecast

Total YTD

Forecast

Opening blance 291 403 31 190 551 347 170

Cash receipts from operations 477 96 644 289 337 294 4771

Cash receipts from financing 500 2500

Cash receipts from subsidiaries 46

Other cash in 525 1 40 192 35 26 1054

Total cash receipts 1002 97 684 981 372 320 8370

Cash disbursments from operations -637 -403 -517 -612 -558 -415 -6636

Cash disbursments from investments

Debt repayment from financing

Cash disbursments to subsidiaries -55 -10 -50 -570

Other disbursments

Restructuration -198 -66 -8 -8 -8 -8 -1141

Total disbursments -890 -469 -525 -620 -576 -473 -8346

Revised Closing balance 403 31 190 551 347 194 194

Employee Update

DEPARTMENTYTD

HIRES

YTD

DEPARTURES

ACTUAL #

September 1st

FORECAST #

September 1st

CUSTOMER

SUCCESS+7 -1 29 35

DATA +3 0 24 27

SALES +5 -2 23 26

EXECUTIVE 0 0 2 2

FINANCE +2 0 10 12

MARKETING +1 0 12 13

MIS 0 -1 3 2

OPERATIONS +1 0 6 7

PRODUCT +2 0 5 7

R&D +5 0 37 42

TOTAL +26 -4 151 173

#3

Main Board Topic

Main Board Topics

A best practice is to have a different main topic for each board

meeting. You can invite the relevant C-level manager to present to

the board their goals and achievements. When at the end of the year

you decide next year’s board dates, you can put forward one main

topic per meeting.

Some Ideas of Board Topics

#1  Sales (VP sales): Last year’s results and the new year plan, goals and upside

#2  Marketing (CMO): Last year’s achievements and plan for the current year

#3 Product (CPO): Product demo, roadmap presentation

#4  Strategy: During summer, plan a full day with all shareholders to think about

the company’s 3 year strategy

#5 Customer Success (VP customer success): Process and achievements,

churn review & analysis

#6  Budget overview (CFO): Main budget hypothesis

#7  Budget validation (CFO): Budget details and validation

#4

Additional Topics

Add any specific questions like Stock Option

Allocation, Package, Legal topic or another

important additional topic.

Additional Topics

#5

Decisions to Be Approved

Decisions to Be Approved

Depending on your shareholder agreement, there are some decisions that

have to be formally approved by the board.

Make sure that you know exactly what needs to be approved and

that it is recorded in the board meeting’s minutes.

Some decisions that have to be formally approved: budget approval, key

hiring, salary increase, opening of a subsidiary, etc.

www.serenacapital.com

Made with love by @serenacap