What if there's £100k+ of ARR upside in the NRR problem you already know about?

I work with leaders of B2B SaaS businesses to uncover what's really driving an NRR problem they haven't been able to solve — then determine what needs to change to improve it.

Andrew Howe — I've spent 20+ years leading revenue growth, retention and customer operations in B2B businesses.

Book a call to discuss your NRR problem

Andrew Howe — I've spent 20+ years leading revenue growth, retention and customer operations in B2B businesses.

£5m → £19m

UK regional revenue growth over five years at RTB House

As VP Operations UK, I built and led the customer lifecycle operating model while the UK region grew from £5m to £19m — carrying revenue and margin targets and systematically improving the levers that drove onboarding, expansion and retention.

Expansion

Made upsell systematic

Built account-level expansion tracking, structured account planning and incentives linked to customer growth — turning ad hoc upsell into a targeted and tracked expansion motion.

Onboarding

Created one source of truth

Moved onboarding out of a mess of spreadsheets, Slack, email and ticketing into a single source of truth in Asana — clarifying ownership, exposing bottlenecks and risks, and materially improving time to first value.

Churn

Made unexpected churn unacceptable

Created a system to flag at-risk clients, a playbook for what to do when we found one, and a no-tolerance approach to unexpected churn.

Change

Made the change stick

Combined human-centric change management with clear measures of whether the new behaviours were actually moving the needle — so improvements to the operating model didn't disappear once the initial push was over.

Sound familiar?

Your CSMs claim they're too busy for expansion. Is that really what's getting in the way?

You gave your CSMs an expansion target. Why did it only work with some of them?

Sales says CS takes too long to get customers live. CS says Sales keeps handing them problems. Who's right?

Why is every churn a surprise when your team has been speaking to the customer every week?

Similar customers. Same product. So why are renewal rates wildly different between CSMs?

Why am I still refereeing arguments between Sales, CS and Delivery?

THE £100K SPRINT

Find £100k+ of ARR upside in the NRR problem you haven't been able to fix, and get a clear plan to address it.

Bring me your biggest NRR problem and give me access to the relevant customer and revenue data. I'll validate what's happening, establish the biggest contributors, quantify the commercial opportunity where the evidence supports it and, importantly, give you a prioritised plan for what to change — and the metrics that will tell you whether you're moving the needle.

£2,500

Fixed price

30 days

To plan in hand

How it works

Bring me the problem

You tell me what's going wrong, what you think is causing it and what you've already tried.

Show me the evidence

You give me access to the relevant customer and revenue data so I can see what supports the theory and what challenges it.

Establish the biggest contributors

I'll follow the evidence to establish what's having the greatest impact.

Know what to change

I'll give you a prioritised plan for what to change, and in what order.

Know if it's working

I'll define the metrics that will tell you whether the changes are actually moving the needle.

Availability

I only take on two £100K Sprints each month.

The first Sprint booked each month also gets three Accountability Partner sessions, worth £750.

A straightforward guarantee

Once I have your brief and the initial data, I'll run a headline analysis to give the Sprint specific direction and identify the areas that warrant deeper investigation.

I'll present those early findings back to you. If, at that point, you don't want to continue, just say so and I'll refund your £2,500 in full.

Growth had stalled. Here's how I tackled it.

When I joined RTB House, the UK region had become a problem market and growth had stalled. I assessed what was getting in the way, prioritised the problems with the greatest commercial impact and systematically rebuilt those parts of the business.

Over the next five years, UK revenue grew from around £5m to £19m.

Diagnosing what mattered

The problemThe UK region had stalled. Revenue and margin were lagging expectations and comparable markets, while the customer operation lacked the maturity needed to support growth.

What I didAssessed the major problems across the customer operation, evaluated their likely commercial impact and prioritised the changes that could make the biggest difference first.

The outcomeImproved regional margin by 55% within six months and built a customer organisation that became a key pillar of the region's growth from £5m to £19m over five years.

Expansion

The problemExpansion depended too heavily on individual Account Managers rather than a consistent commercial motion.

What I didBuilt expansion tracking, account planning and contact strategies into the management cadence; introduced QBR playbooks plus sales and product training, and changed how we incentivised and hired AMs to put far more weight on commercial performance and capability.

The outcomeExpansion became visible, targeted and managed — and became a key driver of regional growth.

Onboarding

The problemNew deals crossed Sales, AM and Delivery without clear ownership, creating gaps, delays and constant friction between teams.

What I didBuilt clear ownership across the journey, moved key onboarding responsibility into AM, created management visibility of every launch and introduced Deal Reviews to stop us burning Sales and Delivery hours on the wrong opportunities.

The outcomeFewer bottlenecks, clearer accountability, faster time-to-revenue — and far less wasted time fighting about who owned what.