This site goes back to 2008, and for most of that time I've been making one argument in different clothes: the money is in the customers you already have, and almost nobody builds the machinery to collect it.
This page is the paper trail. Not because the history is interesting on its own, but because the argument's age is part of the argument. Frameworks that arrive fully formed should make you suspicious. This one has receipts.
The receipts, in order
2010. SaaS Pricing Model: Value Metrics Are Key. Price on what the customer actually values, not on what's convenient to meter. Everything about value-per-item pricing starts here.
2013. SaaS Churn Rate: Go Negative with Expansion Revenue. Expansion revenue as a growth lever big enough to outweigh churn. The first version of the claim that your base is an engine, not a bucket with a leak.
2015. Customer Success and Logical Account Expansion. Expansion orchestrated logically around success milestones. That phrase, eleven years early, is the machinery I now teach: milestones, attached offerings, orchestration.
2015. Desired Outcome is a Transformative Concept. The customer's desired outcome as the basis of success and of revenue. The foundation both engines sit on.
2016. Why You Can't Offset Churn with Upsells. Churn and expansion share a root. The instinct was right and incomplete, and it became this year's churn doctrine revision.
2018. Upselling Hurts Trust (When You Do It Wrong). Expansion done wrong damages the relationship. The sharpened 2026 version: bad timing, not the ask, is what does the damage.
2023. The Art of Selling to Existing Customers. The untapped potential of the existing customer base, one naming pass away from its current form.
Where the argument lives now
The current vocabulary consolidates all of it. Latent revenue names the number: the money already sitting in the base, unmeasured and uncollected. Six questions diagnose why it's invisible. Orchestration collects it, and retention arrives as its side effect, which means LTV compounds twice off the same machinery.
This year also brought the honest revisions: the structural failures of Customer Success and the retirement of my own churn advice. A living argument gets corrected in public. That's how you know it's still alive.
Why the age matters
If you're evaluating this thinking for your own company, the receipts answer the question you should be asking: is this a framework or a rebrand? Sixteen years of the same argument, tested against real companies, revised in public when it was wrong, converging on machinery specific enough to build. The vocabulary is new. The money it points at has been sitting in customer bases the entire time, and it's still there, waiting on the first company in your market to instrument it.
