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Every month after close, Sai calculates the seven SaaS efficiency metrics investors ask about, grades each against published benchmarks for your stage, and turns the weakest ones into specific things to look at — so the first time you see a bad number is not in a partner meeting.
Every investor conversation eventually arrives at the same seven numbers, and founders almost always see their own for the first time in the spreadsheet they build the week before the meeting. That is the worst moment to discover that CAC payback has drifted from twelve months to twenty, because the only thing left to do is explain it. The same numbers, computed every month, are not a fundraising exercise. They are an early warning system that happens to also produce the fundraising slide.
After each month's close, Sai calculates seven SaaS efficiency metrics from your billing and accounting data, compares each to published benchmarks for your stage and ARR band, and republishes a dashboard. A radar chart shows the overall shape at a glance; trend lines show which way each metric is moving; and every weak metric gets a diagnosis card explaining what is driving it and where to look.
Definitions vary more than people expect, so every number on the dashboard is footnoted with the exact formula behind it.
Two metrics dominate the conversation. Rule of 40 is the simplest test of whether growth and profitability together are healthy enough — a company growing fast can afford to burn, and a slower one needs margins to make up the difference. CAC payback is the most direct measure of whether sales and marketing spend is working. Neither means much as a single reading. A Rule of 40 score that has fallen for three consecutive months tells a different story from one that has held steady, even if both land on the same number this month.
Each metric is graded Strong, On track, Watch, or Weak against the benchmark for your stage, and the benchmark source and year are shown beside it. Benchmarks are read fresh from the sources you choose, such as Bessemer's State of the Cloud, rather than hard-coded, because they are revised every year and differ sharply by stage. When no benchmark exists for your stage, the dashboard says so instead of borrowing one from a later stage. Diagnosis cards are written only for Watch and Weak metrics — a health check that comments on everything buries the two things that matter.
Past months are never recalculated, so the trend reflects what each month actually looked like. A metric with a missing input is shown as not calculable, with the input named, instead of being estimated. Each monthly dashboard keeps its own link, which means that by the time you raise, twelve consecutive health checks already exist — a far more convincing answer to "how have your unit economics trended?" than a spreadsheet built the week before.
The current ARR and retention figures leadership sees every week live in the weekly executive briefing deck. When the burn multiple looks wrong, the cash runway simulator shows what the burn actually buys in months.