ICP
Are you still selling to the customers most likely to buy, succeed, renew and expand? Or has growth pressure widened the definition of a good customer?
A SaaS founder doesn't need another person around the table who agrees with everything the leadership team already believes.
Why are qualified opportunities stalling?
Why is expansion revenue flat?
Why are customers buying - but not expanding?
Is the ICP still the right ICP?
Is pricing reflecting the value customers actually receive?
Is product-market fit strengthening - or quietly eroding?
What happens to the company's differentiation when AI makes today's features easier and cheaper to reproduce?
I'm Robert Moment, SaaS Board Advisor, Product-Market Fit Consultant, SaaS Pricing Consultant, executive coach and author of SaaS Advisory Board Playbook.
An effective SaaS advisory board should increase the quality of the founder's decisions. That requires more than introductions, quarterly conversations and general advice.
The board should help leadership see around corners, challenge assumptions, identify patterns leadership may be too close to recognize, and distinguish between a temporary revenue problem and a structural business problem.
Most SaaS companies don't suddenly wake up with a revenue problem. Signals often appear earlier.
Are you still selling to the customers most likely to buy, succeed, renew and expand? Or has growth pressure widened the definition of a good customer?
Where does buyer momentum disappear? Strong demos followed by silence may signal weak urgency, unclear differentiation, buying friction or ICP misalignment.
Is your pricing capturing the economic value being created? Or has discounting become the easiest way to close increasingly difficult opportunities?
How quickly does a new customer reach meaningful value? Closing ARR that never reaches value realization creates future retention problems.
Why do customers stay? Why do they leave? What behavior predicts either outcome before renewal arrives?
Are your best customers becoming more valuable over time? If customers love the product but don't expand, the board should understand why.
Imagine your SaaS company reports: revenue is growing, pipeline is healthy, new logos are increasing and the dashboard looks good.
A company can grow while accumulating:
Score each question from 1–5.
Don't obsess over the number. Look for the questions that produced disagreement among the leadership team.
The market that validated your product two years ago isn't necessarily the market buying today.
AI changes customer expectations and can reduce the cost of reproducing certain capabilities.
What evidence supports our answer?
What proprietary advantage do we possess?
What customer knowledge have we accumulated?
What workflows become stronger as customers use our product?
What switching costs exist?
What outcomes - not features - are customers paying us to produce?
What would make replacing us genuinely painful?
Where does human expertise create an advantage AI alone cannot easily duplicate?
Without discussion, ask every participant to answer four questions.
Who is our best customer today?
What is the #1 measurable outcome that customer buys from us?
What is the biggest threat to our revenue during the next 12-24 months?
Why would our best customer choose us instead of the strongest alternative today?
Then compare answers.
What are we assuming to be true that customers have not actually confirmed?
Which customer segment would hurt us most if retention weakened - and what early signals are we watching?
Where are we mistaking pipeline activity for genuine buying intent?
What part of our pricing strategy exists because customers value it - and what part exists simply because that's how we've always priced?
What percentage of new customers truly resemble our highest-retention, highest-expansion customers?
What competitive advantage could AI materially weaken during the next 24 months?
What question are we avoiding because we may not like the answer?
The company has meaningful traction but growth is becoming more complicated.
The founder is making increasingly consequential decisions without enough external challenge.
The company is preparing to scale.
Pricing needs to evolve.
Enterprise sales creates longer buying cycles.
Retention or expansion is weakening.
The ICP is becoming less clear.
AI is changing the competitive landscape.
The leadership team faces decisions outside its existing experience.
A formal board of directors has governance responsibilities and fiduciary duties.
An advisory board generally does not exercise the same formal governance authority.
“Who has the most impressive resume?”
Then build the advisory board around those gaps.
Before inviting someone onto your advisory board, ask:
What decisions will this person help us make?
What expertise gap will they fill?
What assumptions will they be qualified to challenge?
Will they prepare?
Will they tell the founder something the founder doesn't want to hear?
Can they convert their experience into questions and actions relevant to our stage?
I help founders examine whether PMF is strengthening, drifting or becoming vulnerable as markets and buyer expectations change.
I help leadership examine pricing power, discounting, packaging and the relationship between pricing and PMF.
SaaS Board Advisor · Product-Market Fit Consultant · SaaS Pricing Consultant
My role is to help leadership examine the evidence, identify what may be missing and make stronger decisions.
I examine ICP → Conversion → Pricing → Activation → Retention → Expansion.
As an ICF-certified executive and leadership coach, I bring a coaching discipline that helps leaders challenge assumptions and improve decision quality.
Robert Moment is a SaaS Board Advisor, Product-Market Fit Consultant, SaaS Pricing Consultant, executive and leadership coach and author focused on helping B2B SaaS founders diagnose the revenue and strategic issues that can constrain sustainable growth.
His experience includes more than 20 years of Fortune 500 business experience, 15+ years as an entrepreneur and 15+ years in coaching.
SaaS Advisory Board Playbook by Robert Moment was written for founders who want an advisory board that creates strategic value - not one that simply looks impressive on an investor deck or website.
The book explores how founders can think more deliberately about advisory expertise, strategic risk, product-market fit, revenue durability and the questions an effective advisory board should bring into the room.
The scorecard helps founders examine the strategic issues that can determine whether an advisory board is needed and what expertise it should bring.
A SaaS advisory board advisor provides independent expertise and strategic perspective to founders and executives, including challenging assumptions around product-market fit, pricing, growth, customer retention, go-to-market strategy and emerging competitive threats.
A useful trigger is when the strategic complexity of the company's decisions begins exceeding the experience available inside the leadership team.
Start with expertise gaps rather than names. Identify the three to five decisions most likely to determine the company's next stage of growth, determine what expertise those decisions require and look for advisors whose experience addresses those gaps.
Look for relevant expertise, independent thinking, preparation, willingness to challenge assumptions, availability and the ability to translate experience into useful questions and actions.
A board of directors carries formal governance and fiduciary responsibilities. An advisory board typically provides non-binding strategic guidance and expertise without the same governance authority.
An advisor with relevant PMF expertise can challenge ICP assumptions, examine customer signals, identify potential market drift and help leadership distinguish between temporary performance problems and deeper alignment issues.
The right advisor can help leadership examine packaging, discounting, willingness to pay, segmentation, competitive positioning and whether pricing reflects customer value.
AI adds strategic questions around commoditization, differentiation, customer expectations, competitive barriers and which parts of a company's value proposition may become easier to reproduce.
Compensation varies by company stage, advisor contribution, time commitment and relationship. Define expected contribution, meeting cadence, deliverables and terms clearly before finalizing an advisory relationship.
Ask: "What do you believe someone with your expertise should help us see that we are unlikely to see ourselves?" The answer will tell you far more than a resume.
What could be true about our business that our current metrics haven't shown us yet?
Don't rush to answer it. That conversation could expose the blind spot that matters most.
If you're a B2B SaaS founder, CEO, investor or leadership team looking for an independent perspective on product-market fit, pricing, revenue durability, AI commoditization or SaaS growth, let's have a conversation.
The purpose of the first conversation isn't to assume there's a fit.
It's to determine whether my expertise addresses a strategic gap that matters to your company.
SaaS Board Advisor | Product-Market Fit Consultant | SaaS Pricing Consultant
Author, SaaS Advisory Board Playbook
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