Jonas Ciplickas’ Post

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Vice President @ Scale Venture Partners

Is T2D3 dead? Lots of ~discourse~ lately about how it’s uninteresting to VCs for a startup to follow the classic SaaS “triple-triple-double-double-double” pattern, or grow roughly $1-3-9-18-36-72M ARR over the course of five years. I think that’s BS. The math showing you can make money on T2D3 is very straightforward: 1/ Public SaaS today trades at 6x on average and ~10x if you’re one of the ~20 names growing 20%+ growth with 20%+ free cash flow margins. 2/ If you play forward T2D3 with 80% growth persistence after year 5, you mathematically get that by year 10 the company is at ~$450M revenue expected to grow ~30% NTM to $600M. 3/ A $600M company growing 30% and not burning too much is probably worth $6Bn at a 10x revenue multiple. 4/ A $6Bn exit is pretty awesome for the early stage investors! If you did the series A when it’s at $3M or the series B at $9M, you’re probably fine even if you paid 50x ARR at the series B ($6Bn exit / $450M entry = ~13x). Hell, even the late stage investors who paid $2Bn at the series E will still be happy with their 3x. It’s hard to argue against the T2D3 “happy path” laid out above: everyone makes their target return and we get to enjoy the wonders of compounding growth at scale. You could give the “opportunity cost” argument and maybe I have a low risk tolerance, but I’ll GLADLY use up a deal slot on something with a credible shot at a 10x+. What’s important to internalize is T2D3ing was NOT commonplace during the SaaS era. There are ~100 public SaaS names today and maybe another ~100 or so that went public and were taken out by Thoma / Vista / etc. That means that of the ~15,000 SaaS companies that have raised at least $5M in US / Europe / Canada since 2006 [per Pitchbook], 1.3% have successfully T2D3’d their way to returning capital. 1.3%! I think that’s the real “problem” with T2D3 today: it’s rare to see that kind of persistent execution over a long period of time and right now it’s really hard to call it early. T2D3 worked because software revenues were often high retention and could efficiently compound for years even if growth slowed. Today, when AI budgets are huge and “expand” is a lot harder than “land”, there’s a real risk that companies that look like they’re going to T2D3 are actually going to T2D0 and die when their first two cohorts of “pilot revenue we promise will turn into ARR” churn. When a company goes $0-10M, even if half that revenue churns it’s still $0-5M and there are a lot of shots on goal to get it right. But in this economy when AI budgets are flowing freely and you “only” go $0-1-3-9M that revenue better be 95% gross retention - and investors won’t know that until 1 or 2 renewal cycles. My guess is that if you can make it through a few renewal cycles with 95% gross retention, some upsells, and adoring customers investors will be throwing money at you even if you “only” T2D3 (esp. if you hit the 2nd and 3rd doubles). I’m one of them: please call me, I’ll gladly invest.

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Tony H.

CEO, Twingate | It’s time to ditch your VPN

1d

You also have to remember that when T2D3 came of age we were also talking about SaaS 75%+ gross margins. Many of these “rocket ship” AI companies have NEGATIVE gross margins. You have to believe that the unit economics change dramatically to get the type of FCF margins at scale you’re talking about. So in many cases you will have triple crown of poor NRR, poor gross margins, and poor FCF. Even at scale. That’s a lot to dig out of. Quality of the revenue is very sus IMO. Hype cycle in over drive. More here https://www.linkedin.com/posts/tonyhuie_arr-per-employee-the-false-metric-of-the-activity-7376246586948931584-mtEh

Max Abram

Principal, Scale Venture Partners

1d

Key point in your focus on retention here. Anecdotally, there is a falling knife in year 2 renewals across the board for AI products; it has become common practice to create experimental budgets for AI and to buy 2 competing products to compare over the course of a few months. that enables rapid scaling in year 1 -- and then shows a scary flattening or falling knife in year 2. Said differently: There's magic in combining "I need some of that AI" that enables $0-10M *plus* the retention that was more common in the t2d3 paradigm.

Phanindra Reddy

The Voice AI Guy | AI Voice agents (whitelabel) for 6-8 figure agency owners adding 2 million in extra rev

1d

the real magic is when companies prove they can survive the ai budget hangover

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Stephanie Phen

Investor at BAM Corner Point (Balyasny)

1d

There’s that math major 📊

Aaron Neil

Vice President @ Battery Ventures

1d

Great post!

Aki Kakko

Founder Alphanome.AI - AI Research Lab & Venture Studio

21h

If you define ARR = Latest transaction / transaction time, annualised, as it seems to be the case now or your GMV = ARR then does it really matter, but it is investing just based on the greater fool theory...

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Alexander Niehenke

Partner at Scale Venture Partners

1d

To quote something about Mary: 5 minute abs!

Andrew Lichey

Technology M&A expert for Private Equity firms focusing on SaaS, Enterprise, Cybersecurity, AI / ML, eCommerce, Fintech, Proptech, EdTech M&A;

23h

I don’t think T2D3 is “dead” so much as it’s just harder to spot early. The math still makes sense. Compounding growth over 5–10 years creates huge outcomes, no question. The real challenge right now is retention and durability of revenue, especially with AI hype cycles and pilot-heavy logos. If a company can prove real stickiness through a couple renewal cycles, I don’t think any investor’s going to complain that it “only” T2D3’d its way to scale.

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