Contract Monetisation
Set the contract base against actual usage, size the gap and recover it. Then put new contracts in place on terms and charging models built for how software is bought now.
How this works →
Commercial consultancy for software
UK-based, operator-led GTM advisory for software businesses
Veridian Revenue Partners is a UK-based, operator-led GTM advisory firm. Operator-led means advice from people who have run revenue teams, not just consulted on them.
Veridian Revenue Partners works on the space between the CRM and the invoice: contracts billed short, forecasts nobody trusts, renewals processed instead of sold. UK and European software businesses from £5m to £500m ARR, and the investors who back them.
For UK software businesses from £5m to £500m ARR.
- £1.2m to £26.9mexpansion revenue built at a PE-backed UK business software group with 20 operating companies and c.£1.6bn of ARR, nine years above plan
- 120% / 90%net and gross revenue retention across c.£375m of ARR
- £240mgroup plan held to one weekly operating rhythm
Why operator-led GTM advisory?
- Advice from people who have run revenue teams and owned the number.
- Contracts, pipeline and renewals tested together, not in separate reports.
- Practical changes with named owners and a weekly operating rhythm.
- A method your team can keep running after the engagement.
Start from the symptom
What does it look like from where you sit?
Usage is running ahead of invoicing
Revenue you have earned is leaving unbilled, quarter after quarter.
Contracts no longer match how customers buy
Terms and charging models written years ago lag the product, and the gap is your margin.
The forecast misses by more than 10%
The board stops trusting the number, and planning follows it down.
You need revenue operations, not a department
The workload is real, but it does not yet justify a full-time person or team.
Acquisitions never landed on one operating rhythm
Different comp plans, pipeline definitions and forecasting habits are a genuine drag on growth.
A sale is two years out and nobody has tested the numbers
Buyers rebuild ARR, retention and pipeline from source. Whatever doesn't tie becomes a price chip.
Behind plan and nobody can say why
Our NRR looks healthy, but most of it is price
Buying a software business, and the revenue plan hasn't been tested
The market report covers the market. Someone needs to test whether this sales team can hit the plan.
How we think
Grow without growing.
Most software businesses try to grow by adding: more sellers, more spend, more tools. The money is usually somewhere else. It's in the deals that stall at stage three, the hand-raisers nobody called back, the renewals left flat and the usage nobody billed.
We work on both revenue engines: the one that wins new customers and the one that keeps and grows the ones you have. Across marketing and demand, lead management, new-business sales, forecasting, customer success and account management, renewals, contract monetisation, RevOps and the tech stack, and the capacity and reward plans that hold it together.
No single fix. Marginal gains in each of those places, put into an operating rhythm your team runs, so revenue grows faster than headcount. That's the number a board watches, and the one a buyer checks.
Who we are
Veridian Revenue Partners was founded on fifteen years of revenue leadership inside UK software, most recently at a PE-backed UK business software group with 20 operating companies and c.£1.6bn of ARR, built partly by acquisition.
Our partner took the group’s expansion revenue function from a £1.2m first-year target to £26.9m, nine consecutive years above plan, £142.7m booked against £123.7m of target, building the team from one person to 45 and the engine behind it: 50,000 customers monitored on adoption, usage and renewal signals, and 120% net revenue retention with 90% gross across c.£375m of engaged ARR. He finished holding group accountability for a £240m plan across 20 operating companies.
That is the difference: every engagement is led by someone who has carried the number, built the team and run the operating rhythm. Not advised on it from the outside.
What we do
Seven services across both revenue engines: winning new business, and getting full value from the customers you already have.
Renewals and Retention
Design the renewal process: who owns each renewal, when it starts, how price rises are set and what happens when a customer wants to cut. Gross retention first, so the uplift you take is earned.
How this works →Outsourced Revenue Operations
Forecasting, deal desk and pipeline governance run as a service, for businesses that need revenue operations but not yet a full-time person or team.
How this works →Advisory
Board advisory and fractional CRO support for software companies and the investors behind them. The revenue engine built before you hire someone to run it.
How this works →Revenue Turnaround and Recovery
For businesses behind plan when nobody can say why. Find the cause in weeks, not quarters, and put a plan in front of the board it can track.
How this works →Exit Readiness
The revenue operating rhythm buyers pay for, put in place alongside your sales leader 18 to 24 months before a sale, and two years of data that prove it.
How this works →Revenue Due Diligence
For investors buying a software business. We rebuild the revenue plan from the company's own data and tell you plainly what it will deliver.
How this works →Seven services, one thing they are for
Different problems, the same objective: the commercial performance of a software business. Most engagements start with one of these and grow into a second, because the causes are usually connected. The revenue nobody is billing and the forecast nobody believes are rarely separate stories.
Why Veridian Revenue Partners
Plenty of firms can tell you what a good revenue operating rhythm looks like. Far fewer have run one with a number on the line: built the function, hired the team, owned the plan and sat in the forecast call when it went wrong.
Paul Price has. We work alongside your sales leader to put the rhythm in place and hand it over working. When the business needs a CRO but isn't ready to hire one, we do the job, one or two days a week, until it is.
Start with a conversation.
Tell us what the commercial picture looks like and we will tell you, honestly, whether and how we can help.