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Every figure below comes from actual connected financial and CRM data across more than 130 B2B SaaS companies between January 2025 and early 2026. Nothing here is self-reported, nothing is a projection, only real data.
The companies range from just under $100K in ARR to over $240 million, though most sit between $2 million and $50 million, the zone where the questions in this report matter most.
Growth rate is the metric everyone benchmarks against and the one where "normal" varies the most by stage. Across the full dataset, trailing 12-month ARR growth breaks down like this:
The spread is the story here. A company growing 36% year over year is sitting right at the median, not falling behind. A company growing 12% isn't necessarily in trouble either, it's still ahead of the bottom quartile. Where growth rate becomes a real signal is in combination with efficiency, which is why Rule of 40 matters more than growth rate alone.
Check out our article on the SaaS metrics that actually matter to learn how to weigh growth against the metrics below rather than reading it in isolation.
Retention is where this dataset produces its most counterintuitive finding. The instinct is that retention gets harder to hold as a company scales, since bigger customer bases mean more surface area for churn. The data says something more specific: retention actually holds remarkably steady from early stage through $50 million in ARR, and only degrades meaningfully after that.
Net dollar retention sits in the 99.6% to 100% range for every cohort under $50 million, essentially flat regardless of company size. Gross dollar retention and logo retention follow the same pattern. Then, in the $50 million-plus cohort, NDR drops to 98.9%, gross dollar retention falls to 95.6%, and logo retention drops to 95.2%, a meaningfully worse number than every smaller cohort.
Worth noting: the $50 million-plus cohort in this dataset is small, just a handful of companies, so this finding is directional rather than statistically definitive.
Still, it lines up with what shows up anecdotally across larger SaaS companies: the accounts that made a company's growth in the first place become the accounts most at risk of churning or contracting once a company has fully saturated its early market and starts running into renewal cycles, competitive displacement, and economic buyer turnover at scale.
If your own retention numbers are trending down as you cross $50 million, this data suggests you're not alone, and it may be a stage problem rather than a company-specific one.
New logos get the attention, but they're not where most growth comes from once a company has scale. Breaking out expansion ARR's share of total new growth (expansion plus new sales, excluding churn and contraction) by cohort shows a clear trend:
Below $10 million in ARR, new logos and expansion are close to an even split, with expansion actually dipping slightly in the $2-10 million range as companies push hard on new-logo acquisition. From $10-50 million, expansion pulls ahead to 44% of new growth. Above $50 million, expansion accounts for roughly three-quarters of all new growth.
The practical read: if a RevOps or customer success motion is still being resourced like a side function once a company crosses $10 million in ARR, the data says that's backward. By the time a company is in the $50 million-plus range, expansion isn't a nice-to-have next to new sales, it's the primary growth engine, and understaffing it is likely costing more growth than a slow quarter of new-logo deals ever would.
Growth rate alone doesn't tell you whether a company is spending sensibly to get there. Three efficiency measures fill that gap.
The burn multiple shows how much cash it costs to add a dollar of ARR.
This rule is the most commonly cited efficiency benchmark, and it tells a sobering story here: only 34.5% of companies in the dataset currently clear 40. The median company sits at 15.1, meaning more than half the dataset is running below the bar that's often treated as table stakes for a healthy SaaS business. If your own number is under 40, this data says you're in the majority, not the exception, though it's still worth treating as a target to close in on rather than a reason to stop tracking it.
Read our breakdown of what investors actually look for in a pitch to understand how metrics like this one get weighed in fundraising conversations specifically.
Measured as new-logo ARR generated per dollar of S&M spend, shows a median of $0.91: for every dollar spent on sales and marketing, the median company adds just under a dollar of new-logo ARR within the same period. The top quartile generates closer to $1.84 per dollar spent, while the bottom quartile generates $0.50 or less.
Runway conversations tend to happen in a vacuum, without a sense of what's typical. Among companies in the dataset that are still burning cash, runway breaks down like this:
The median company still burning cash has about 13 months of runway, comfortably inside the 12-to-18-month range most investors want to see. But a full quarter of burning companies have less than 4.3 months, which is a materially different fundraising position to be in.
The bigger finding might be the one that isn't in the table: 47.3% of the dataset, nearly half, is already cash-flow neutral or generating cash. Profitability (or something close to it) is no longer the exception it was a few years ago. For companies still raising and burning, that shift matters context-wise: investors and boards increasingly have a real peer set of profitable comparables to point to, not just growth-at-all-costs comps.
When a company loses ARR, it's worth knowing whether that loss usually comes from customers leaving entirely or from existing customers just spending less. Across the dataset, the split is lopsided:
Logo churn (customers leaving entirely) accounts for a median of 73.4% of gross ARR loss. Contraction and downgrades make up the remaining 26.6%. For most companies, the bigger revenue risk isn't a customer quietly trimming seats at renewal, it's losing the account altogether.
That has a direct implication for where retention effort goes. A save motion built around catching downgrades before they happen is solving a smaller part of the problem than a save motion built around catching accounts before they walk away entirely. If churn is trending in the wrong direction, this data says the root cause is more likely to be full account loss than shrinking usage.
This report draws on monthly financial and CRM data from more than 130 SaaS companies, covering the period from January 2024 through early 2026. Data comes directly from each company's connected systems (Salesforce, HubSpot, Stripe, QuickBooks, and others), not from surveys or self-reported figures.
All figures are reported as medians, percentiles, or cohort aggregates. No company is named or individually identifiable in this report. Sample sizes vary by cohort and metric; the $50 million-plus ARR cohort in particular reflects a small number of companies and should be read directionally rather than as a statistically robust benchmark.
Benchmarks are only useful if you can compare them against your own numbers in real time, not a quarter after the fact. Talk to us to see how Grid can help you track retention, growth, burn, and runway for your own business the same way this report tracks them across 130+ companies.
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