Here is a scene playing out in boardrooms across the Series B landscape right now. The VP of Customer Success presents the Q3 deck. The slide flashes up: 105% Net Revenue Retention (NRR).
The investors nod. The Founder-CEO exhales. "We're over 100%," the narrative goes. "Our bucket is filling faster than it's leaking."
But if you are the CEO, you shouldn't be exhaling. You should be terrified.
That 105% NRR is often a comfortable lie masking a structural rot in your revenue engine. In 2025, median NRR for B2B SaaS companies has settled at 106%, meaning 105% isn't "good"—it's barely average. But the real danger lies in the math beneath the metric.
If your NRR is 105% but your Gross Revenue Retention (GRR) is 85%, you are not growing. You are churning 15% of your customer base annually and forcing your Customer Success team to squeeze 20% more revenue out of the survivors just to stay flat. You are burning logos to fuel an expansion number that looks good on a slide but collapses under due diligence.
We call this the Expansion Mask. When you rely entirely on NRR, you allow your largest, happiest customers to hide the fact that your product is failing the mid-market or your implementation process is bleeding new logos. You aren't retaining customers; you're just extracting more cash from the ones who didn't leave.
This works for a year. Maybe two. But eventually, you run out of upsell inventory, or worse, your few "Whale" accounts churn, and that 105% NRR crashes to 85% overnight. By the time it shows up in the board deck, it's too late to fix.
See also: NRR Below 100%? Your Customer Success Function Is Broken
To understand if your CS function is actually performing, we need to look at the cold, hard benchmarks for 2025. The "growth at all costs" era is dead; efficiency is the new king. If your CS team is overstaffed and under-delivering on GRR, your valuation will take a hit.
According to 2025 data from Wudpecker and SaaS Capital, the median NRR for private B2B SaaS companies is 106%. However, top-quartile performers—the ones commanding premium multiples—are hitting 120%+.
More importantly, look at Gross Revenue Retention (GRR). The median is 90%. If your GRR is in the 80s, you are in the danger zone. You are effectively rebuilding a significant portion of your company every year just to maintain your current size.
Are you buying retention? The median spend on Customer Success (including Support) is approximately 8% of ARR. If you are spending 12-15% of ARR on CS to maintain 90% GRR, you have a product problem, not a people problem. You are using expensive human capital to band-aid product deficiencies.
Many founders defend their high CS costs by claiming their product is "high touch." The data disagrees. In 2025, efficient CS teams are managing significant portfolios:
If your CSMs are drowning with 20 accounts, you don't have a capacity problem. You have an automation and process problem.
For more on right-sizing this function, read: Customer Success Team Size Benchmarks: Why You're Likely Overstaffed
Stop looking at the blended NRR number and start dissecting the health of your revenue architecture. Here is the 3-step diagnostic to run this week.
Ignore the dollars for a moment. Look at logo retention by cohort. Are you churning 20% of the customers you signed in 2023? If so, your sales team is filling a leaky bucket, and your CS team is helpless to stop it. High logo churn with high NRR is the classic sign of a product that only works for a specific niche but is being sold to everyone.
Audit the last 10 "saves." Did the customer stay because the product solved their problem, or because a CSM spent 40 hours manually fixing data, retraining users, and offering discounts? If retention requires heroics, it is not scalable. It is a service delivery cost masquerading as high-margin SaaS revenue. Real SaaS retention is boring; it happens automatically because the product is essential.
Investors pay for predictability. A company with 95% GRR and 105% NRR is worth significantly more than a company with 80% GRR and 110% NRR. Why? Because the first company is a compounding machine; the second is a treadmill.
Your goal for the next two quarters is not to sell more upgrades. It is to plug the holes in the bottom of the boat. Move your primary CS KPI from "Upsell Dollars" to "Gross Retention Rate." Force the team to focus on value realization for the existing base before they ask for more money.
This shift is painful. It might mean your topline growth slows temporarily as you stop papering over churn with aggressive upsells. But it builds a foundation that can actually support a Series C valuation. As we note in The Valuation Multiplier, 120% NRR is the target, but it must be built on a rock-solid layer of 90%+ gross retention.
Stop applauding the 105%. Start fixing the 85%.
