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Scott Sampson — Growth Portfolio
Scott Sampson Growth Portfolio
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01 / 05 · Revenue growth
From flat to flywheel
Indexed ARR trajectory across three consecutive engagements · Entry = 100 per engagement
15-year track record
Indexed ARR · Entry = 100 · Each line = one engagement
Omnipresent
Personio
Civica (ongoing)
↑ dashed lines = decision points
The insight
In every engagement, growth accelerated after the same intervention: find the hidden constraint, fix it fast, then let compounding do the rest.
3×
Revenue in 12 months
160%
ARR YoY (Personio)
112%
Growth from flat
5×
ARR (legal tech)
What drove this
  • Each engagement started with a diagnostic period — no levers pulled until the real constraint was identified
  • Growth accelerated when ICP, messaging, and channel were aligned simultaneously, not sequentially
  • Cost efficiency improved alongside growth — revenue compounded, headcount did not
Scott SampsonDirector of Growth · VoyMarch 2025
02 / 05 · Team efficiency
Scaling output faster than headcount
Revenue productivity per FTE vs. team index · Personio · Indexed, entry = 100
Personio · 2023–2025
Rev / FTE index vs. Headcount index · Personio engagement
Revenue / FTE index
Headcount index
The insight
Productivity per FTE grew 4.2× faster than headcount — the commercial model scaled through better process, not more people.
4.2×
Productivity / FTE
50%
CAC payback cut
3×
CVR improvement
2.1×
ACV growth
What drove this
  • Upmarket repositioning unlocked ACV 2.1× while maintaining conversion velocity
  • CAC halved through channel mix optimisation — spend shifted to highest-payback channels
  • Revenue motion systemised: reduced ramp time, removed manual funnel steps
Scott SampsonDirector of Growth · VoyMarch 2025
03 / 05 · Funnel efficiency
The funnel before and after
Stage-by-stage conversion improvement · Civica · Indexed, entry = 100 · All values confidentialised
Civica · 2025–Present
Conversion index per funnel stage · Entry (grey) vs. Current (teal)
At entry (baseline 100)
Current
Largest gain = Attainment stage
The insight
The biggest gain wasn't at the top of funnel — it was at Attainment, where sub-60% became 75%+ by fixing incentive structure and territory design.
112%
ARR growth from flat
21%
Bookings YoY
40pp
EBIT margin gain
75%+
Quota attainment
What drove this
  • Territory redesign removed overlap — attainment improved within one quarter
  • OpEx reduced 25% while bookings grew 21% — 40pp EBIT gain, no sacrifice to live revenue
  • Funnel instrumented for the first time — decisions moved from instinct to data within 30 days
Scott SampsonDirector of Growth · VoyMarch 2025
04 / 05 · Setback & recovery
The time the plan didn't work
NRR index trajectory · Reward Gateway · Early expansion motion failed · What changed
Reward Gateway · 2011–2016
NRR index · Entry = 100 (representing 65% NRR baseline) · Recovery trajectory
↓ Month 8 — First expansion motion launched. NRR deteriorated further. Wrong ICP, wrong trigger, wrong message. Rebuilt from scratch at month 14.
What I learned
The first expansion motion I designed made things worse. Too aggressive, too early, wrong segment. Rebuilding from that taught me more about retention economics than anything else in my career.
65%
NRR at entry
115%
NRR at exit
<10%
Attrition at exit
£1.2m
LTV at exit (2×)
The three things I changed
  • Killed volume-based expansion — rebuilt around value expansion only after the customer sees ROI
  • Changed expansion trigger from contract renewal date to customer success milestone
  • Fixed the activation problem, not the churn problem — if activation works, retention follows
Scott SampsonDirector of Growth · VoyMarch 2025
05 / 05 · Commercial model evolution
Redesigning the motion mid-flight
Revenue index vs. cost:revenue ratio · Omnipresent · Growth and efficiency compounding together
Omnipresent · 2021–2023
Revenue index (teal ↑) vs. Cost:revenue index (amber ↓ lower = better) · Omnipresent
Revenue index ↑
Cost:revenue index ↓ better
Crossover = commercial model matured
The insight
Revenue tripled in 12 months while cost efficiency doubled. The model scaled because the growth engine was rebuilt, not just fuelled.
3×
Revenue in 12 months
2×
Cost efficiency gain
6×
Team scaled
107%
NRR at exit
What drove this
  • Rebuilt ICP definition from broad to precise — same team, higher win rate, better-fit customers with lower churn
  • Removed low-productivity channels and doubled down on the two that compounded
  • NRR improvement 84%→107% reduced effective CAC burden — existing revenue compounded, new spend went further
Scott SampsonDirector of Growth · VoyMarch 2025