Client Stories
What finance leaders say after their dashboards go live
These accounts come from completed engagements across B2B SaaS, fintech, and subscription marketplace companies in Korea and Singapore.
We hired Alderpoint for the Revenue Operations Dashboard engagement after our Series B. Min-jae's team mapped our Stripe and HubSpot data in week two—faster than our internal analyst projected. The NRR cohort view is now the first slide our CFO opens on Monday mornings. I wish the initial color scheme had been simpler; we asked for a revision in week eight and they accommodated without extra charge.— Eun-ji Choi, Controller, HR tech SaaS, Pangyo · Revenue Ops Dashboard, 2025
The board analytics briefing retainer paid for itself when our lead investor stopped asking us to re-explain the revenue waterfall every quarter. Soo-yeon helped us annotate charts so the narrative matches the numbers—not the other way around.— David Tan, CFO, logistics SaaS, Singapore · Board Analytics Briefing, 2024–2025
We started with the data audit because we weren't sure our Looker instance was worth salvaging. The roadmap they delivered was honest: fix three metric definitions first, then rebuild two dashboards, defer the rest. That clarity saved us from a six-month internal detour.— Hye-jin Kim, VP Finance, edtech subscription platform, Seoul · Data Audit, 2025
KPI reporting setup for gross margin and CAC payback was scoped tightly—three weeks, fixed fee. Our close team adopted the templates immediately. Documentation could have been longer; we wrote two supplemental pages ourselves during handover.— Marcus Webb, FP&A Director, cybersecurity SaaS, remote/Korea · KPI Reporting Setup, 2024
Case Study
Post-merger ARR reconciliation for a dual-product SaaS company
A Seoul-based SaaS company acquired a smaller competitor in late 2024. Two billing systems, two CRM instances, and conflicting ARR definitions created a board reporting crisis ahead of Q1 2025.
Alderpoint spent ten weeks building a unified revenue operations dashboard with separate product-line views and a consolidated board summary. The engagement included four stakeholder workshops, a metric definition document signed by both finance teams, and handover training for three internal analysts.
Outcome: the combined company's first unified board deck shipped on schedule. Monthly close preparation time for the ARR bridge dropped from twelve hours to four. The CFO cited the dashboard in the subsequent investor update without requesting ad-hoc analysis.
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