SECTION 1 WHO WE TARGET (Userlens)

The big takeaway first: Userlens's market is small by startup standards roughly $90–150M total. That's below the ~$225M investors usually look for. At its current price (~$6–7.5K per customer per year) it's a niche tool. To grow into something venture-scale it has to charge more (its Enterprise tier is the first move), widen who it sells to, or do more in the product.

What Userlens does: it reads how customers use a product and predicts who's about to churn so the buyer has to be a software company that already tracks product usage.

Who it's for:

• Type: product-led B2B software companies that track their own product usage.
• Size: mid-market, ~50–500 employees, with a real customer-success (CS) team. (There's an Enterprise tier too, but that's where they want to grow, not who they win today all 12 current customers are mid-market.)
• Stage: past the point where the CS team can track every account by hand that's when the product becomes necessary.
• Where: today it's Europe-heavy (mostly Finland, plus Sweden, Germany, Netherlands, a little US and Singapore). The realistic market is wider Europe + English-speaking SaaS hubs.

Three things a company must have to even use it:

1. Subscription revenue. No recurring revenue, no churn to predict.
2. A customer-success team. No CS team, no one to buy it or use it.
3. Product usage actually tracked via Amplitude, Mixpanel, PostHog, or Userlens's own SDK.

The filter you'd screen a real list on: at least 2 customer-success managers and uses a product-analytics tool. Both are checkable from outside unlike "tracks accounts manually," which you can't see.

Who buys vs. who uses:

• Buyer: the CS leader owns the retention number and the budget.
• Champion: also the CS leader at this size they still do hands-on account work, so they feel the pain.
• Users: the CSMs and account managers who keep customers from leaving.

What makes a company start looking:

1. Just raised funding retention is now a number they report to investors, so it becomes a board priority overnight.
2. Growing fast the customer base has outgrown what the CS team can track by hand.