Shift RM 80k Q3 paid-ads from Google to LinkedIn ABM

Auto-generated from GMPA, CPPA agents based on the prior 24-hour signal window.


Hire 2 senior engineers; pause marketing hire

Auto-generated from TWFA, PEDA agents based on the prior 24-hour signal window.


Promote 2 enterprise accounts to white-glove pod

Auto-generated from CPPA, TWFA agents based on the prior 24-hour signal window.


Renegotiate AWS reserved-instance contract

Auto-generated from FROA, PEDA agents based on the prior 24-hour signal window.


Escalate: 2 enterprise accounts showing 60-day usage drop

Auto-generated from CPPA, GMPA agents based on the prior 24-hour signal window.


Shift RM 80k Q3 paid-ads from Google Search to LinkedIn ABM

Early signal only: LinkedIn ABM hit 2 SQLs in past 24h vs Google Search 1. CAC differential present but sample size <10 conversions. Recommend 1-week observation.

LinkedIn ABM CAC RM 2,700 beats Google Search RM 2,940 on SME-finance ICP

HubSpot + Apollo + Outreach attribution shows LinkedIn ABM (Sales Navigator + Matched Audiences) converting CFO/Finance-Director personas at finance-vertical SMEs 38-42% cheaper than Google Search non-brand. Google Search non-brand CPCs in MY/SG SME-finance keyword cluster ("invoice financing software", "SME accounts payable automation") have inflated 27% YoY as incumbents (Aspire, Volopay) outbid. LinkedIn ABM list of 1,200 target accounts in MY/SG (filtered by SSM industry code 64 + 50-250 headcount) is yielding 6.2% MQL-to-SQL vs Google Search 2.1%.

LinkedIn ABM CAC: RM 2,700 (last-7-day blended) vs Google Search RM 2,940 on SME-finance ICP

SQLs from LinkedIn ABM last 7d: 8 (vs Google Search 4); MQL-to-SQL conversion 6.2% vs 2.1%

Apollo enriched account list: 1,200 MY/SG SME-finance prospects, 312 with active intent signals (G2/Capterra category visits)

Google Search non-brand CPC RM 38.50 avg (up from RM 30.20 in Q1 2026); top 3 competitors are Aspire, Volopay, BukuKas-Pro

Outreach sequence reply rate: LinkedIn-sourced 11.4% vs cold email 3.8% (n=480 prospects)

Reallocate RM 80k of Q3 paid-ads budget: pause Google Search non-brand, redirect to LinkedIn ABM Tier-1 (RM 60k) + Tier-2 retargeting (RM 20k)

Brief Apollo + Outreach sequences for SME-finance ICP across MY + SG; assign GTM Head + 2 SDRs

Set guardrail: revert if LinkedIn CAC exceeds RM 2,400 over rolling 14-day window or MQL-SQL drops below 4%

Primary risk: LinkedIn ABM CAC could regress to RM 2,200-2,500 once we exhaust the warm Tier-1 list of 312 intent-flagged accounts (estimated probability 35% within 6 weeks). Alternative scenario: if MY ringgit weakens further vs USD and LinkedIn Ads (USD-billed) climbs another 8-10%, breakeven shifts. Mitigation: dual-track 15% of budget on Google Search brand + retargeting as safety net, and pre-negotiate MDEC MSC digital-marketing grant claim (up to RM 50k) to offset.

LinkedIn ABM SQLs/day climbing 4 of last 5 days

Google Search non-brand CPC inflation +27% YoY

Apollo intent signals: 312 accounts active

Outreach reply rate 11.4% on LinkedIn-sourced

MQL-to-SQL conversion 3x higher on LinkedIn

SME-finance ICP cohort scoring 8.4/10 fit; expected LTV/CAC 5.2x at LinkedIn CAC

Cohort analysis of last 18 months shows SME-finance vertical customers (n=47) have 14-month gross-margin payback, 118% NRR, and 4.1% gross monthly churn — materially better than horizontal SMB cohort (NRR 102%, churn 7.8%). Pushing LinkedIn ABM at the higher-fit ICP compounds two effects: cheaper CAC and stickier downstream cohort. Forecast model (HubSpot Deals + 60-day weighted pipe) projects +RM 320k incremental Q3 pipeline at 28% close rate.

SME-finance cohort NRR 118% vs horizontal SMB 102% (trailing 12 months)

Gross monthly churn SME-finance 4.1% vs 7.8% horizontal

Expected LTV/CAC at RM 2,700 CAC = 5.2x (vs 3.1x on Google Search blended)

ICP fit score 8.4/10 (custom rubric: ARR per logo, expansion velocity, support load)

Top 3 expansion paths in cohort: payables automation, FX hedging module, multi-entity consolidation

Lock ICP fit gate in HubSpot: require SSM industry code 64 + 50-250 headcount + finance-leader persona before SQL stage

Brief Customer Success to pre-stage onboarding pod for SME-finance vertical (avg time-to-value 18 days vs 31 horizontal)

Risk: if LinkedIn-sourced leads skew toward lower-ARR sub-segments (sub-50 headcount micro-finance), blended ACV could fall from RM 84k to RM 58k, eroding LTV/CAC to 3.8x (probability ~25%). Alternative: PDPA tightening in MY could constrain Apollo enrichment depth, slowing list refresh; have backup Lusha + ZoomInfo SG instance contracted. Worst case: 2-month delay in Q3 pipeline materialisation if SDR ramp is slower than the 14-day plan.

NRR 118% in SME-finance cohort
LTV/CAC 5.2x projected
ICP fit score 8.4/10
Time-to-value 18 days (best-in-class)
Pipeline coverage 3.4x Q3 target

LinkedIn ABM SQLs (SME-finance ICP) — last 7 days

Yesterday: 2 SQLs at blended CAC RM 2,700. Google Search delivered 1 SQL at RM 2,940. Reallocation threshold (3 SQLs/day sustained) approaching.


Hire 2 senior engineers; pause the next marketing hire

Velocity dip starting (52 vs 58 target). Early signal — Talent + Product flagged for Chief of Staff to discuss before founders' weekly.

On-call burnout index 4.6/5; 2 senior eng departures risked within 60 days

Lattice pulse + on-call rotation logs show eng team operating at 4.6/5 fatigue score (threshold for attrition risk = 4.0). Two senior backend engineers (5+ yrs tenure, MaGIC alumni cohort) flagged passive job-seeking signals (LinkedIn open-to-work, Glints profile updates). Replacement cost per senior eng = RM 180k (recruiter fee + 4-month productivity loss). Pausing the marketing hire frees RM 144k/yr to fund 2 senior eng at RM 22k/mo via MDEC MSC tax-exempt status (zero employer income tax on R&D salaries in MSC zone).

Lattice fatigue index: 4.6/5 (threshold 4.0); team-wide eNPS dropped from +28 to +6 in 6 weeks

On-call pages last 30d: 142 (vs healthy baseline 60); 2 engineers carrying 68% of overnight load

Glassdoor reviews from 2 ex-employees in last 90d mention 'burnout' and 'understaffed eng team'

Pipeline of 11 senior eng candidates from MaGIC alumni network + JobStreet senior tier; 3 at offer stage

MDEC MSC R&D salary exemption applicable: ~RM 52k/yr tax-savings per senior eng hire

Pause marketing hire requisition (Head of GTM aligned given LinkedIn ABM in-house ramp); reallocate RM 144k/yr budget

Accelerate 3 senior eng candidates at offer stage; target start dates within 6 weeks

Introduce on-call relief: hire 1 contract SRE for 90 days (RM 18k/mo via JobStreet contract pool) as bridge

Risk: senior eng market in KL is tight — Grab, GoTo (Tokopedia MY), and Setel are paying RM 24-28k/mo for equivalent roles (~30% premium to our RM 22k offer). Probability of losing both target candidates to higher bidders: ~35%. Alternative: open SG remote roles (with SG market comp ~SGD 9-11k = RM 30-37k) to expand pool, but blows the budget. Mitigation: offer MSC tax-exempt take-home advantage (effectively +12-15% net) + ESOP refresh from founders' pool (1.0-1.5% each).

Velocity 52 pts/sprint vs target 58
Fatigue index 3.1/5
2 senior eng flight-risk flagged
11 candidates in MaGIC alumni pipeline
MSC tax savings RM 52k/yr per hire

2 P0 enterprise features (multi-entity consolidation, SSO/SAML) slipping by 4 weeks — RM 1.2M ARR at risk

Two contracted enterprise features in the Q3 commit slipping: (a) multi-entity consolidation for 3 SG group-of-companies customers (committed RM 720k ARR contingent), (b) SSO/SAML for 2 MY enterprise customers (RM 480k ARR contingent, including 1 GLC subsidiary). Current eng capacity = 5.2 effective FTE on roadmap (post on-call drag); needed = 7.0 FTE. 2 senior eng hires close the gap in 8-10 weeks and protect the RM 1.2M committed ARR. Marketing hire pause is acceptable because LinkedIn ABM motion is being run by GTM Head + 2 SDRs (no immediate marketing-ops gap until Q4).

Sprint velocity 7-day avg: 52 story points (vs 58 target; -34%)

P0 features at risk: multi-entity consolidation (RM 720k ARR), SSO/SAML (RM 480k ARR)

GLC subsidiary contract has 30-Sept-2026 SSO go-live clawback clause (RM 180k LD)

Current eng FTE: 5.2 effective on roadmap vs required 7.0

2 senior hires + 1 SRE contractor closes gap in 8-10 weeks (per Linear roadmap model)

Re-baseline Q3 roadmap with founders: defer 2 nice-to-haves (Xero deeper integration, mobile-app polish) to Q4

Communicate revised dates to 5 enterprise customers via QBR by end-week; offer service credits if needed

Risk: 4-week slip on GLC subsidiary SSO triggers RM 180k LD clause (probability 45% if no senior eng joins within 6 weeks). Alternative scenario: poaching contractors from local consultancies (e.g., Fusionex/MIMOS network) at RM 28-32k/mo gets us velocity faster but burns runway 3 weeks earlier. If both senior hires land within 5 weeks: roadmap recovers, RM 1.2M ARR protected, LD avoided. If only 1 lands: partial recovery, escalate to founders for contractor bridge.

RM 1.2M ARR in P0 contracted features
GLC LD clause active
Eng capacity gap 1.8 FTE
5 enterprise customers awaiting QBR
Linear roadmap 4 weeks behind plan

Eng velocity (story points/sprint) — last 7 days

Velocity 52 pts (vs 58 target). Fatigue index 3.1/5. Approaching 50-pt floor — RM 1.2M ARR at risk.


Promote 2 enterprise accounts to a dedicated white-glove pod

Early expansion signal: 1 of 2 accounts activated a new module; the other still in evaluation. Watch list — escalate to Chief of Staff for routine review.

Two enterprise logos at 92nd/89th percentile expansion-readiness — RM 480k ARR uplift in 90 days

Custom cohort scorer (usage depth, exec sponsor engagement, module breadth, support ticket sentiment) flags 2 accounts in top decile: (a) SG-listed group ARR RM 840k currently, expansion path to multi-entity consolidation module = +RM 280k, (b) MY GLC subsidiary ARR RM 560k, expansion to FX hedging + payables automation = +RM 200k. Both have requested exec QBRs in the next 14 days. White-glove pod treatment (modeled on Notion's strategic-customer playbook) lifts expansion close rate from baseline 34% to 71% on top-decile accounts (n=12 historic).

Account A (SG-listed group): MAU +22% trailing 30d, 4 new modules activated, NPS 9

Account B (MY GLC subsidiary): MAU +14%, exec sponsor (Group CFO) requested QBR, NPS 8

Combined current ARR RM 1.4M; expansion modeled at RM 480k incremental over 90 days

Historic close rate top-decile expansion w/ white-glove pod: 71% (n=12) vs 34% standard CSM

Cohort scorer percentile: Account A = 92nd, Account B = 89th (out of 47 enterprise logos)

Stand up white-glove pod: 1 senior CSM (RM 16k/mo) + 0.5 solutions eng (RM 8k/mo allocation) = RM 24k/mo

Schedule exec QBRs within 14 days with founder-CEO + Head of GTM joining

Risk: pulling senior CSM off the long-tail SMB book (currently 22 accounts at RM 720k ARR collective) could increase SMB gross churn from 6.1% to 8-9% (probability 30%). Alternative: hire net-new senior CSM from MaGIC alumni network (4-week ramp), but cash burn implication = RM 16k/mo additional. If expansion lands within 60 days, payback on pod cost = 1.6 months — strongly positive. If GLC procurement timeline slips (common for Malaysian GLC subsidiaries with 60-90 day approval cycles), the RM 200k portion delays into Q4.

RM 480k ARR expansion in 90d
2 logos in top decile
71% historic close rate (white-glove)
Both accounts requested QBRs
Combined ARR RM 1.4M (current)

Internal CSM bench has 1 ready candidate (Sarah, 18-month tenure) for pod lead; minimal hiring risk

CSM team has 4 members; performance reviews + 360s flag Sarah K. (18-month tenure, ex-StashAway CS, MaGIC alumni cohort 2024) as ready for senior CSM step-up. Promoting from within (RM 14k -> RM 16k base + 0.3% ESOP refresh) avoids 4-week external hiring cycle and preserves cultural continuity. Backfilling her current book of 8 SMB accounts can be done by redistributing across remaining 3 CSMs (avg load increase: 2.7 -> 3.4 accounts per CSM, still within healthy range of <4).

Sarah K. performance ratings: 9.2/10 last 2 cycles; 360 feedback exceptional

Held 3 of our 5 highest-NPS accounts (avg NPS 9.4) in current book

Internal promotion saves RM 28k recruiter fee + 4 weeks ramp time

Backfill load: 3 remaining CSMs go from 2.7 to 3.4 accts each (threshold = 4.0)

ESOP refresh budget available from founders' Series A reserve pool (8% remaining)

Issue promotion offer to Sarah K. with start date next Monday; comms to broader team end-week

Reshuffle SMB book within CSM team; document handoffs in HubSpot within 7 days

Risk: Sarah is also being courted internally for a Head of CS role at Aspire (we know via mutual MaGIC alumni — confidence medium); if external offer arrives at RM 19-20k, she may decline our RM 16k step-up (probability 20%). Alternative: external senior CSM hire at RM 17-18k from JobStreet senior CS tier (4-week ramp). If we delay, the white-glove pod can't launch in time for the 14-day QBR window, jeopardising RM 480k expansion.

Sarah K. perf rating 9.2/10
CSM book redistribution feasible
RM 28k recruiter fee avoided
0.3% ESOP refresh available
External offer risk: medium

Expansion-readiness events (top-2 enterprise accounts) — last 7 days

Cumulative expansion signals: 4 (threshold 6 for white-glove pod activation). Account A 92nd percentile, Account B 89th — combined RM 480k uplift modeled.


Early signal: utilisation climbing 4 of last 7 days. Saving plan analyzer not yet at trigger; routine escalation to Finance review.

RM 18k/mo AWS SG savings unlocks 11 days of incremental runway

AWS Cost Explorer + Savings Plan Analyzer (ap-southeast-1 SG region; we don't yet have ap-southeast-3 KL region as it lacks our needed services) shows 3-yr Compute Savings Plan at the RM 72k/mo commit level saves RM 18k/mo vs current EC2 RI + on-demand mix. Total runway gain: RM 216k = ~11 days at current burn (RM 600k/mo). With Series A reserve at RM 9.2M and current 15-month runway, this nudges us to 15.4 months — meaningful when next Series B raise window is Q1 2027. MDEC MSC tax-exempt status doesn't apply to AWS spend, but Khazanah Ventures-style follow-on diligence will scrutinise infra-cost-as-%-of-ARR (currently 14.4%, target <12%).

AWS EC2 utilisation: 64% reserved vs 36% on-demand burst (SG region)

Saving plan analyzer: RM 18k/mo savings at 3-yr Compute Savings Plan, RM 72k/mo commit

Annualised saving: RM 216k = 4.3% of ARR (RM 5M); ~11 days incremental runway

Infra cost as % of ARR today: 14.4%; post-save: 11.2% (closer to investor benchmark <12%)

Cash runway: 15.0 months current; 15.4 months post-saving (Q1 2027 raise window)

Run scenario model: 1-yr vs 3-yr Savings Plan, No-Upfront vs Partial-Upfront cash impact

Get CTO sign-off on workload stability for 3-yr commit before lock-in

Engage AWS account manager (SG-based) for additional MSC startup credit refresh (we received USD 25k in 2024)

Risk: 3-yr commit locks in baseline that may not match growth trajectory — if we 3x infra in 18 months (likely given regional expansion to ID), the commit becomes inefficient (probability 30%). Alternative: 1-yr No-Upfront Savings Plan saves only RM 11k/mo but preserves optionality. If we migrate to ap-southeast-3 KL when it launches general availability (rumored late-2026), pricing economics shift again. Worst case: workload pivot (e.g., switch from EC2 to Fargate Spot) within 3 years strands the commit — but partial sale of unused capacity on AWS reserved-instance marketplace recovers ~70%.

EC2 util 64% reserved
RM 18k/mo savings projected
Runway 15.0 -> 15.4 months
Infra %-of-ARR 14.4% -> 11.2%
Series B raise window Q1 2027

Workload stable; 78% reserved utilisation safe for 3-yr commit on baseline tier

Engineering load profile over trailing 90 days is stable: baseline 18 vCPU constant + burst to 26 vCPU during EOM batch reconciliation (customers' invoice runs). The 3-yr Compute Savings Plan covers baseline; on-demand burst (~22%) handles month-end spikes. No architectural change needed. Caveat: planned migration to Aurora Postgres (from RDS Postgres) in Q4 will shift some cost from EC2 to RDS — this Savings Plan applies to EC2/Fargate compute only, not RDS, so cost-model is unaffected by that migration.

90-day workload profile: baseline 18 vCPU, burst 26 vCPU EOM only

No planned EC2-to-Fargate migration in 12-month roadmap

Aurora Postgres migration Q4 2026 shifts RDS spend, not EC2 — unaffected

Reserved-instance vs on-demand cost spread: 38% in SG region (typical 30-40%)

Datadog infra dashboards confirm <5% headroom waste at current RI mix

Confirm with CTO: no major arch refactor planned within 3 years that obsoletes EC2 commit

Document RI vs Savings Plan trade-off in Confluence engineering decision log

Risk: if Aurora migration in Q4 unexpectedly requires EC2 sidecar workers for replication lag (probability 15%), we'd briefly need on-demand burst beyond the 22% headroom — minor cost overrun (~RM 2-3k/mo for 2-3 months). Alternative scenario: if we launch ID region (Indonesia expansion) on AWS Jakarta (ap-southeast-3), that's a new account/region — Savings Plan in SG doesn't transfer. Mitigation: structure the 3-yr commit at the org-level (AWS Organizations) so we can split across regions later.

Workload stable 90d
Burst pattern predictable (EOM)
Aurora migration unaffected
No EC2 refactor planned
RI spread 38% in SG

AWS EC2 reserved-instance utilisation (SG region) — last 7 days

Utilisation 64% (threshold 75%). At 64%, 3-yr Compute Savings Plan unlocks RM 18k/mo = RM 216k/yr = 4.3% of ARR.


Early-stage churn signal: 1 account at -18%, the other -14% on trailing 60-day MAU. CS team has flagged for outreach; routine escalation.

-RM 800k ARR exposure: 2 enterprise logos in pre-churn pattern; renewal Q3

Behavioral churn model (logistic regression on 18 months of churn data, n=23 churned + 47 retained) flags both accounts at 78% and 71% churn probability within 90 days. Account X (RM 480k ARR, MY GLC) and Account Y (RM 320k ARR, SG distributor) both rolling out competing/parallel systems internally — X to SAP Business One (ERP), Y to Microsoft Dynamics 365 BC. Support tickets in last 30 days mention 'data sync delays', 'reconciliation mismatches', 'considering consolidation'. Both have Q3 renewal anchors (X: 15-Aug, Y: 30-Sept). Save playbook (exec sponsor outreach + free integration sprint + 2-month service credit) historically recovers 58% of accounts at this stage (n=12).

Account X 60-day MAU drop: 18% (from 142 to 116)

Account Y 60-day MAU drop: 10% (similar trajectory, 8 pts behind)

Both accounts logged 6+ ERP-integration tickets in last 30 days (vs baseline 1-2/month)

Churn probability model: X = 78%, Y = 71% within 90 days

Historic save rate at this stage with playbook intervention: 58% (n=12)

Founder-CEO outreach to Account X CFO within 48h; Head of GTM to Account Y COO same window

Offer free 2-week integration sprint (deploy 1 solutions eng) to address SAP B1 / D365 sync pain

Pre-approve 2-month service credit (RM 67k combined) as save lever if needed

Risk: even with full save motion, ~42% historic churn rate at this stage = -RM 336k ARR expected loss; full -RM 800k if no intervention. Alternative scenario: if Account X has already signed an SAP B1 rip-and-replace SOW (we don't know yet — pending CS discovery), save probability drops from 58% to 22%. Mitigation: offer SAP B1 / D365 connector roadmap acceleration (currently Q1 2027 — pull to Q4 2026 with 1 senior eng for 6 weeks). PDPA implications: if accounts cite data residency / sovereignty as a reason to consolidate to ERP, escalate to founders for KL ap-southeast-3 region commitment.

60-day MAU drop 18%
Churn prob 78% / 71%
ERP rollout signals (SAP B1, D365)
Q3 renewals (Aug/Sept)
Save playbook: 58% historic

Churn replacement cost = RM 1.6M of new pipeline; cheaper to save than acquire

At current SME-finance ICP CAC of RM 1,800 and average ACV of RM 84k for SMB / RM 280k for enterprise, replacing RM 800k of churned ARR requires either ~10 new enterprise logos (~24-30 month sales cycle each at our current motion) or ~95 SMB logos. Acquisition cost to replace: ~RM 1.6M in marketing+sales fully-loaded. Save motion at ~RM 67k credit + 1 solutions eng (6 weeks ~ RM 33k cost) = RM 100k total spend to attempt save of RM 800k ARR. ROI on save vs replace = 16:1 even at 58% historic save rate (expected value: RM 464k retained vs RM 100k spent = 4.6x net).

Enterprise ACV avg: RM 280k; SMB ACV avg: RM 84k

Replacement acquisition cost (10 enterprise + sales cycle): ~RM 1.6M fully-loaded

Save motion total cost: ~RM 100k (RM 67k credit + RM 33k eng)

ROI: 16:1 even at 58% historic save rate; net EV = RM 464k retained

NRR impact: losing both = NRR drops from 118% to 102% for SME-finance cohort

Pause net-new ABM spend redirect for these 2 logos' related-industry segment (avoid cannibalisation)

Brief Customer Success and Sales on the save-vs-replace economics for these 2 accounts

Risk: NRR drop from 118% to 102% materially affects Series B story (investors anchor on 115%+ NRR for SaaS at our stage). Probability of churn-driven NRR drop showing in Q3 board pack if we lose both = 95%. Alternative: even partial save (1 of 2 accounts retained at full ARR) keeps NRR above 110% and preserves the narrative. Worst case: both churn AND a third logo (smaller, RM 180k ARR) follows in Q4 = -RM 980k ARR cluster = Series B story severely damaged.

16:1 save vs replace ROI
NRR risk: 118% -> 102%
Series B narrative at stake
RM 1.6M acquisition cost to replace
Save expected value: RM 464k

60-day trailing MAU change (top-2 at-risk enterprise accounts) — last 7 days

Both accounts approaching -25% threshold (current: -18%). Q3 renewals at risk; save motion on standby.


LinkedIn ABM trending up: 3 SQLs in last 24h vs Google Search 1; CAC delta widening (RM 1,980 vs RM 2,750). Recommend Chief of Staff sign-off before reallocating full RM 80k.

LinkedIn ABM CAC RM 1,980 beats Google Search RM 2,940 on SME-finance ICP

LinkedIn ABM CAC: RM 1,980 (last-7-day blended) vs Google Search RM 2,940 on SME-finance ICP

SQLs from LinkedIn ABM last 7d: 13 (vs Google Search 4); MQL-to-SQL conversion 6.2% vs 2.1%

Apollo enriched account list: 1,200 MY/SG SME-finance prospects, 312 with active intent signals (G2/Capterra category visits)

Google Search non-brand CPC RM 38.50 avg (up from RM 30.20 in Q1 2026); top 3 competitors are Aspire, Volopay, BukuKas-Pro

Outreach sequence reply rate: LinkedIn-sourced 11.4% vs cold email 3.8% (n=480 prospects)

Reallocate RM 80k of Q3 paid-ads budget: pause Google Search non-brand, redirect to LinkedIn ABM Tier-1 (RM 60k) + Tier-2 retargeting (RM 20k)

Brief Apollo + Outreach sequences for SME-finance ICP across MY + SG; assign GTM Head + 2 SDRs

Set guardrail: revert if LinkedIn CAC exceeds RM 2,400 over rolling 14-day window or MQL-SQL drops below 4%

SME-finance cohort NRR 118% vs horizontal SMB 102% (trailing 12 months)

Gross monthly churn SME-finance 4.1% vs 7.8% horizontal

Expected LTV/CAC at RM 1,980 CAC = 5.2x (vs 3.1x on Google Search blended)

ICP fit score 8.4/10 (custom rubric: ARR per logo, expansion velocity, support load)

Top 3 expansion paths in cohort: payables automation, FX hedging module, multi-entity consolidation

Lock ICP fit gate in HubSpot: require SSM industry code 64 + 50-250 headcount + finance-leader persona before SQL stage

Brief Customer Success to pre-stage onboarding pod for SME-finance vertical (avg time-to-value 18 days vs 31 horizontal)

Yesterday: 3 SQLs at blended CAC RM 1,980. Google Search delivered 1 SQL at RM 2,940. Reallocation threshold (3 SQLs/day sustained) breached.


Engineering velocity slipping 3 sprints in a row; backlog of P0 enterprise commitments growing. Talent Agent recommends 2 senior eng hires (RM 22k/mo each); Product Agent confirms ARR-protection case.

Lattice fatigue index: 4.6/5 (threshold 4.0); team-wide eNPS dropped from +28 to +6 in 6 weeks

On-call pages last 30d: 142 (vs healthy baseline 60); 2 engineers carrying 68% of overnight load

Glassdoor reviews from 2 ex-employees in last 90d mention 'burnout' and 'understaffed eng team'

Pipeline of 11 senior eng candidates from MaGIC alumni network + JobStreet senior tier; 3 at offer stage

MDEC MSC R&D salary exemption applicable: ~RM 52k/yr tax-savings per senior eng hire

Pause marketing hire requisition (Head of GTM aligned given LinkedIn ABM in-house ramp); reallocate RM 144k/yr budget

Accelerate 3 senior eng candidates at offer stage; target start dates within 6 weeks

Introduce on-call relief: hire 1 contract SRE for 90 days (RM 18k/mo via JobStreet contract pool) as bridge

Velocity 42 pts/sprint vs target 58
Fatigue index 4.0/5
2 senior eng flight-risk flagged
11 candidates in MaGIC alumni pipeline
MSC tax savings RM 52k/yr per hire

Sprint velocity 7-day avg: 42 story points (vs 58 target; -34%)

P0 features at risk: multi-entity consolidation (RM 720k ARR), SSO/SAML (RM 480k ARR)

GLC subsidiary contract has 30-Sept-2026 SSO go-live clawback clause (RM 180k LD)

Current eng FTE: 5.2 effective on roadmap vs required 7.0

2 senior hires + 1 SRE contractor closes gap in 8-10 weeks (per Linear roadmap model)

Re-baseline Q3 roadmap with founders: defer 2 nice-to-haves (Xero deeper integration, mobile-app polish) to Q4

Communicate revised dates to 5 enterprise customers via QBR by end-week; offer service credits if needed

Velocity 42 pts (vs 58 target). Fatigue index 4.0/5. Below 50-pt floor — RM 1.2M ARR at risk.


Both accounts trending toward expansion thresholds; 1 already crossed module-activation gate. Customer + Talent agents request Chief of Staff sign-off on dedicated pod budget (RM 24k/mo).

Account A (SG-listed group): MAU +22% trailing 30d, 4 new modules activated, NPS 9

Account B (MY GLC subsidiary): MAU +14%, exec sponsor (Group CFO) requested QBR, NPS 8

Combined current ARR RM 1.4M; expansion modeled at RM 480k incremental over 90 days

Historic close rate top-decile expansion w/ white-glove pod: 71% (n=12) vs 34% standard CSM

Cohort scorer percentile: Account A = 92nd, Account B = 89th (out of 47 enterprise logos)

Stand up white-glove pod: 1 senior CSM (RM 16k/mo) + 0.5 solutions eng (RM 8k/mo allocation) = RM 24k/mo

Schedule exec QBRs within 14 days with founder-CEO + Head of GTM joining

Sarah K. performance ratings: 9.2/10 last 2 cycles; 360 feedback exceptional

Held 3 of our 5 highest-NPS accounts (avg NPS 9.4) in current book

Internal promotion saves RM 28k recruiter fee + 4 weeks ramp time

Backfill load: 3 remaining CSMs go from 2.7 to 3.4 accts each (threshold = 4.0)

ESOP refresh budget available from founders' Series A reserve pool (8% remaining)

Issue promotion offer to Sarah K. with start date next Monday; comms to broader team end-week

Reshuffle SMB book within CSM team; document handoffs in HubSpot within 7 days

Cumulative expansion signals: 7 (threshold 6 for white-glove pod activation). Account A 92nd percentile, Account B 89th — combined RM 480k uplift modeled.


AWS utilisation climbing; saving threshold approaching but not yet at RM 18k/mo savings level. Defer 1 sprint for more data.

AWS EC2 utilisation: 72% reserved vs 28% on-demand burst (SG region)

Saving plan analyzer: RM 18k/mo savings at 3-yr Compute Savings Plan, RM 72k/mo commit

Annualised saving: RM 216k = 4.3% of ARR (RM 5M); ~11 days incremental runway

Infra cost as % of ARR today: 14.4%; post-save: 11.2% (closer to investor benchmark <12%)

Cash runway: 15.0 months current; 15.4 months post-saving (Q1 2027 raise window)

Run scenario model: 1-yr vs 3-yr Savings Plan, No-Upfront vs Partial-Upfront cash impact

Get CTO sign-off on workload stability for 3-yr commit before lock-in

Engage AWS account manager (SG-based) for additional MSC startup credit refresh (we received USD 25k in 2024)

EC2 util 72% reserved
RM 18k/mo savings projected
Runway 15.0 -> 15.4 months
Infra %-of-ARR 14.4% -> 11.2%
Series B raise window Q1 2027

90-day workload profile: baseline 18 vCPU, burst 26 vCPU EOM only

No planned EC2-to-Fargate migration in 12-month roadmap

Aurora Postgres migration Q4 2026 shifts RDS spend, not EC2 — unaffected

Reserved-instance vs on-demand cost spread: 38% in SG region (typical 30-40%)

Datadog infra dashboards confirm <5% headroom waste at current RI mix

Confirm with CTO: no major arch refactor planned within 3 years that obsoletes EC2 commit

Document RI vs Savings Plan trade-off in Confluence engineering decision log

Utilisation 72% (threshold 75%). At 72%, 3-yr Compute Savings Plan unlocks RM 18k/mo = RM 216k/yr = 4.3% of ARR.


Both accounts crossed -25% 60-day usage drop threshold; renewal team alerted. Save motion in motion but exec sponsor escalation needed for both.

Account X 60-day MAU drop: 29% (from 142 to 100)

Account Y 60-day MAU drop: 21% (similar trajectory, 8 pts behind)

Both accounts logged 6+ ERP-integration tickets in last 30 days (vs baseline 1-2/month)

Churn probability model: X = 78%, Y = 71% within 90 days

Historic save rate at this stage with playbook intervention: 58% (n=12)

Founder-CEO outreach to Account X CFO within 48h; Head of GTM to Account Y COO same window

Offer free 2-week integration sprint (deploy 1 solutions eng) to address SAP B1 / D365 sync pain

Pre-approve 2-month service credit (RM 67k combined) as save lever if needed

60-day MAU drop 29%
Churn prob 78% / 71%
ERP rollout signals (SAP B1, D365)
Q3 renewals (Aug/Sept)
Save playbook: 58% historic

Enterprise ACV avg: RM 280k; SMB ACV avg: RM 84k

Replacement acquisition cost (10 enterprise + sales cycle): ~RM 1.6M fully-loaded

Save motion total cost: ~RM 100k (RM 67k credit + RM 33k eng)

ROI: 16:1 even at 58% historic save rate; net EV = RM 464k retained

NRR impact: losing both = NRR drops from 118% to 102% for SME-finance cohort

Pause net-new ABM spend redirect for these 2 logos' related-industry segment (avoid cannibalisation)

Brief Customer Success and Sales on the save-vs-replace economics for these 2 accounts

Both accounts past -25% threshold (current: -29%). Q3 renewals at risk; save motion launched.


LinkedIn ABM closed 4 SQLs from SME-finance ICP yesterday at blended CAC RM 1,800; Google Search delivered 1 SQL at RM 2,940. Pipeline coverage now 3.4x Q3 target.

LinkedIn ABM CAC RM 1,800 beats Google Search RM 2,940 on SME-finance ICP

LinkedIn ABM CAC: RM 1,800 (last-7-day blended) vs Google Search RM 2,940 on SME-finance ICP

SQLs from LinkedIn ABM last 7d: 16 (vs Google Search 4); MQL-to-SQL conversion 6.2% vs 2.1%

Apollo enriched account list: 1,200 MY/SG SME-finance prospects, 312 with active intent signals (G2/Capterra category visits)

Google Search non-brand CPC RM 38.50 avg (up from RM 30.20 in Q1 2026); top 3 competitors are Aspire, Volopay, BukuKas-Pro

Outreach sequence reply rate: LinkedIn-sourced 11.4% vs cold email 3.8% (n=480 prospects)

Reallocate RM 80k of Q3 paid-ads budget: pause Google Search non-brand, redirect to LinkedIn ABM Tier-1 (RM 60k) + Tier-2 retargeting (RM 20k)

Brief Apollo + Outreach sequences for SME-finance ICP across MY + SG; assign GTM Head + 2 SDRs

Set guardrail: revert if LinkedIn CAC exceeds RM 2,400 over rolling 14-day window or MQL-SQL drops below 4%

LinkedIn ABM SQLs/day climbing 4 of last 5 days

Google Search non-brand CPC inflation +27% YoY

Apollo intent signals: 312 accounts active

Outreach reply rate 11.4% on LinkedIn-sourced

MQL-to-SQL conversion 3x higher on LinkedIn

SME-finance cohort NRR 118% vs horizontal SMB 102% (trailing 12 months)

Gross monthly churn SME-finance 4.1% vs 7.8% horizontal

Expected LTV/CAC at RM 1,800 CAC = 5.2x (vs 3.1x on Google Search blended)

ICP fit score 8.4/10 (custom rubric: ARR per logo, expansion velocity, support load)

Top 3 expansion paths in cohort: payables automation, FX hedging module, multi-entity consolidation

Lock ICP fit gate in HubSpot: require SSM industry code 64 + 50-250 headcount + finance-leader persona before SQL stage

Brief Customer Success to pre-stage onboarding pod for SME-finance vertical (avg time-to-value 18 days vs 31 horizontal)

NRR 118% in SME-finance cohort
LTV/CAC 5.2x projected
ICP fit score 8.4/10
Time-to-value 18 days (best-in-class)
Pipeline coverage 3.4x Q3 target

Yesterday: 4 SQLs at blended CAC RM 1,800. Google Search delivered 1 SQL at RM 2,940. Reallocation threshold (3 SQLs/day sustained) breached.


Engineering velocity dropped to 38 story points/sprint (target 58); 2 P0 enterprise features at risk. Backfill marketing hire (RM 12k/mo) cannot ship code; senior eng (RM 22k/mo) is the bottleneck unlock. Pause requested while Chief of Staff finalises budget swap.

Lattice fatigue index: 4.6/5 (threshold 4.0); team-wide eNPS dropped from +28 to +6 in 6 weeks

On-call pages last 30d: 142 (vs healthy baseline 60); 2 engineers carrying 68% of overnight load

Glassdoor reviews from 2 ex-employees in last 90d mention 'burnout' and 'understaffed eng team'

Pipeline of 11 senior eng candidates from MaGIC alumni network + JobStreet senior tier; 3 at offer stage

MDEC MSC R&D salary exemption applicable: ~RM 52k/yr tax-savings per senior eng hire

Pause marketing hire requisition (Head of GTM aligned given LinkedIn ABM in-house ramp); reallocate RM 144k/yr budget

Accelerate 3 senior eng candidates at offer stage; target start dates within 6 weeks

Introduce on-call relief: hire 1 contract SRE for 90 days (RM 18k/mo via JobStreet contract pool) as bridge

Velocity 38 pts/sprint vs target 58
Fatigue index 4.6/5
2 senior eng flight-risk flagged
11 candidates in MaGIC alumni pipeline
MSC tax savings RM 52k/yr per hire

Sprint velocity 7-day avg: 38 story points (vs 58 target; -34%)

P0 features at risk: multi-entity consolidation (RM 720k ARR), SSO/SAML (RM 480k ARR)

GLC subsidiary contract has 30-Sept-2026 SSO go-live clawback clause (RM 180k LD)

Current eng FTE: 5.2 effective on roadmap vs required 7.0

2 senior hires + 1 SRE contractor closes gap in 8-10 weeks (per Linear roadmap model)

Re-baseline Q3 roadmap with founders: defer 2 nice-to-haves (Xero deeper integration, mobile-app polish) to Q4

Communicate revised dates to 5 enterprise customers via QBR by end-week; offer service credits if needed

RM 1.2M ARR in P0 contracted features
GLC LD clause active
Eng capacity gap 1.8 FTE
5 enterprise customers awaiting QBR
Linear roadmap 4 weeks behind plan

Velocity 38 pts (vs 58 target). Fatigue index 4.6/5. Below 50-pt floor — RM 1.2M ARR at risk.


2 enterprise accounts (a SG-listed group + a MY GLC subsidiary, combined RM 1.4M ARR) showing strong expansion signals: +18% MAU, 4 new module activations, exec-level QBR requested. White-glove pod (1 senior CSM + 0.5 solutions eng) projected to unlock +RM 480k ARR expansion within 90 days.

Account A (SG-listed group): MAU +22% trailing 30d, 4 new modules activated, NPS 9

Account B (MY GLC subsidiary): MAU +14%, exec sponsor (Group CFO) requested QBR, NPS 8

Combined current ARR RM 1.4M; expansion modeled at RM 480k incremental over 90 days

Historic close rate top-decile expansion w/ white-glove pod: 71% (n=12) vs 34% standard CSM

Cohort scorer percentile: Account A = 92nd, Account B = 89th (out of 47 enterprise logos)

Stand up white-glove pod: 1 senior CSM (RM 16k/mo) + 0.5 solutions eng (RM 8k/mo allocation) = RM 24k/mo

Schedule exec QBRs within 14 days with founder-CEO + Head of GTM joining

RM 480k ARR expansion in 90d
2 logos in top decile
71% historic close rate (white-glove)
Both accounts requested QBRs
Combined ARR RM 1.4M (current)

Sarah K. performance ratings: 9.2/10 last 2 cycles; 360 feedback exceptional

Held 3 of our 5 highest-NPS accounts (avg NPS 9.4) in current book

Internal promotion saves RM 28k recruiter fee + 4 weeks ramp time

Backfill load: 3 remaining CSMs go from 2.7 to 3.4 accts each (threshold = 4.0)

ESOP refresh budget available from founders' Series A reserve pool (8% remaining)

Issue promotion offer to Sarah K. with start date next Monday; comms to broader team end-week

Reshuffle SMB book within CSM team; document handoffs in HubSpot within 7 days

Sarah K. perf rating 9.2/10
CSM book redistribution feasible
RM 28k recruiter fee avoided
0.3% ESOP refresh available
External offer risk: medium

Cumulative expansion signals: 9 (threshold 6 for white-glove pod activation). Account A 92nd percentile, Account B 89th — combined RM 480k uplift modeled.


AWS EC2 utilisation now at 78% reserved + 22% on-demand burst in SG region; saving plan analyzer shows RM 18k/month savings by shifting to 3-yr No-Upfront Compute Savings Plan. Annualised = RM 216k = 4.3% of ARR. Finance Agent escalates to Chief of Staff.

AWS EC2 utilisation: 78% reserved vs 22% on-demand burst (SG region)

Saving plan analyzer: RM 18k/mo savings at 3-yr Compute Savings Plan, RM 72k/mo commit

Annualised saving: RM 216k = 4.3% of ARR (RM 5M); ~11 days incremental runway

Infra cost as % of ARR today: 14.4%; post-save: 11.2% (closer to investor benchmark <12%)

Cash runway: 15.0 months current; 15.4 months post-saving (Q1 2027 raise window)

Run scenario model: 1-yr vs 3-yr Savings Plan, No-Upfront vs Partial-Upfront cash impact

Get CTO sign-off on workload stability for 3-yr commit before lock-in

Engage AWS account manager (SG-based) for additional MSC startup credit refresh (we received USD 25k in 2024)

EC2 util 78% reserved
RM 18k/mo savings projected
Runway 15.0 -> 15.4 months
Infra %-of-ARR 14.4% -> 11.2%
Series B raise window Q1 2027

90-day workload profile: baseline 18 vCPU, burst 26 vCPU EOM only

No planned EC2-to-Fargate migration in 12-month roadmap

Aurora Postgres migration Q4 2026 shifts RDS spend, not EC2 — unaffected

Reserved-instance vs on-demand cost spread: 38% in SG region (typical 30-40%)

Datadog infra dashboards confirm <5% headroom waste at current RI mix

Confirm with CTO: no major arch refactor planned within 3 years that obsoletes EC2 commit

Document RI vs Savings Plan trade-off in Confluence engineering decision log

Workload stable 90d
Burst pattern predictable (EOM)
Aurora migration unaffected
No EC2 refactor planned
RI spread 38% in SG

Utilisation 78% (threshold 75%). At 78%, 3-yr Compute Savings Plan unlocks RM 18k/mo = RM 216k/yr = 4.3% of ARR.


2 enterprise accounts (combined ARR RM 800k, both up for renewal in Q3) show 60-day MAU drop of 41% and 33%. Both accounts have logged support tickets re: integration friction with their new ERP rollouts (SAP B1 + Microsoft Dynamics 365). Risk of churn = -RM 800k ARR (16% of total ARR). Immediate save motion required.

Account X 60-day MAU drop: 41% (from 142 to 83)

Account Y 60-day MAU drop: 33% (similar trajectory, 8 pts behind)

Both accounts logged 6+ ERP-integration tickets in last 30 days (vs baseline 1-2/month)

Churn probability model: X = 78%, Y = 71% within 90 days

Historic save rate at this stage with playbook intervention: 58% (n=12)

Founder-CEO outreach to Account X CFO within 48h; Head of GTM to Account Y COO same window

Offer free 2-week integration sprint (deploy 1 solutions eng) to address SAP B1 / D365 sync pain

Pre-approve 2-month service credit (RM 67k combined) as save lever if needed

60-day MAU drop 41%
Churn prob 78% / 71%
ERP rollout signals (SAP B1, D365)
Q3 renewals (Aug/Sept)
Save playbook: 58% historic

Enterprise ACV avg: RM 280k; SMB ACV avg: RM 84k

Replacement acquisition cost (10 enterprise + sales cycle): ~RM 1.6M fully-loaded

Save motion total cost: ~RM 100k (RM 67k credit + RM 33k eng)

ROI: 16:1 even at 58% historic save rate; net EV = RM 464k retained

NRR impact: losing both = NRR drops from 118% to 102% for SME-finance cohort

Pause net-new ABM spend redirect for these 2 logos' related-industry segment (avoid cannibalisation)

Brief Customer Success and Sales on the save-vs-replace economics for these 2 accounts

16:1 save vs replace ROI
NRR risk: 118% -> 102%
Series B narrative at stake
RM 1.6M acquisition cost to replace
Save expected value: RM 464k

Both accounts past -25% threshold (current: -41%). Q3 renewals at risk; save motion launched.