Three ways Unito uses data as rocket fuel

When you're moving fast, small blind spots become big problems. You need clear visibility so you can course-correct quickly and keep momentum.

Unito co-founders Marc Boscher and Eryk Warren know this well. Unito launched in 2016, built around a simple observation: the explosion of collaboration tools was creating a productivity paradox. Teams were using more software and getting less done. Unito's answer was two-way integrations that let those tools talk to each other. The company has been accelerating ever since, most recently with a $10.5M Series A round led by Bessemer Venture Partners, with participation from Mistral Venture Partners, Real Ventures, and Tom Williams.

With 50 employees and full growth mode underway, Unito doesn't leave navigation to instinct. They run on data.

Three things make that work:

• Measuring two distinct kinds of metrics
• Building a data-driven culture
• Instrumenting and analysing metrics

1. Measuring two distinct kinds of metrics

Mistral Venture Partners investor Pablo Srugo puts it plainly:

"You don't need to measure 30 things; you want to keep it simple and measure the most important things in 2 key areas: generic metrics and company-specific metrics."

The goal isn't a longer dashboard. It's knowing, at any moment, whether the business is healthy and whether customers are getting value.

Generic metrics

Generic metrics reveal business health and financial viability. For SaaS companies, Pablo's short list includes:

• Monthly Recurring Revenue (MRR)
• Net MRR Churn Rate
• Gross MRR Churn Rate
• Cash
• Net burn
• Out-of-cash date
• Number of employees

For non-SaaS companies, MRR is replaced with straight revenue metrics.

Unito tracks these, plus key product and marketing metrics, to inform day-to-day decisions.

Key Product Metrics include:

• Trial Conversion Rate
• Activation Rate
• Cancellations and unsubscribes
• Customer Health Score

Key Marketing Metrics include:

• Website visits and source
• Conversion metrics
• Leads
• Trials and True Trials
• Lead Conversion Rate
• Lead to Win Rate
• Paid signups
• Won Customers
• Won Opportunities

These aren't vanity metrics. Each one connects to a decision: where to invest, where to pull back, and what to fix.

Company-specific metrics

Company-specific metrics reveal whether customers are actually getting value from the product. For Unito, two stand out.

Active Workflows shows how deeply customers are using Unito as the connective tissue between their tools. More active workflows means more value delivered.

Number of Connections tracks whether customers keep integrating additional applications over time. Growth here signals that Unito is genuinely making collaboration easier.

For a sense of how this applies elsewhere, consider Sensibill, which provides digital receipt management and SKU-level data for financial institutions. A natural company-specific metric for Sensibill is Number of Receipts Captured: the more receipts in the system, the more value both institutions and consumers receive.

The pattern is the same across companies: find the metric that proves your product is working.

2. Building a data-driven culture

A data-driven culture doesn't happen by default. At Unito, it was a deliberate build.

Unito created its data team when the company had just 30 employees. That team, a dedicated full-stack developer and a data analyst, couldn't do everything themselves. So they designed for reach instead. They built dashboards, automated reporting, and created a self-serve data environment so that anyone in the company could explore data without filing a request. For more complex analyses, a streamlined request process handles the rest.

The bigger move was naming a data leader in every part of the business. These distributed data leaders serve as the voice of data within their teams. They help colleagues interpret numbers correctly, build confidence in the data, and apply a data-first lens to new initiatives. Ongoing conversation happens in a dedicated Slack channel, keeping the culture active rather than ceremonial.

The result: higher data quality, faster decisions, and a team that doesn't wait for someone to pull a number before acting.

This matters especially for lean teams. A small group operating with this kind of data infrastructure can move like a much larger one, without adding headcount to get there.

3. Instrumenting and analysing metrics

Tracking the right metrics is only half the job. The other half is making sure the right people can see them clearly, without having to go looking.

Unito uses Klipfolio Klips for this. Klips is dashboard and reporting software that keeps key metrics visible and current, so leaders know what's happening without waiting for a report or pasting numbers into a spreadsheet to figure it out.

Klipfolio co-founder and CEO Allan Wille flags a trap many companies fall into:

"Companies can fall into the trap of relying on averages. Averages mask all the trends. You need to go deeper, do the underlying analysis, to truly gain actionable insight."

Unito avoids this by segmenting data: by source of trial or sign-up (Trello, Wrike, and others), and by plan type (Enterprise, Business, Personal). That segmentation surfaces the bright spots worth doubling down on and the problem areas worth addressing with precision.

A recent example shows what this looks like in practice.

Unito Growth Specialist Graham Mann:

"We recently dug into our churn data. We've been working hard with pre-emptive measures to improve our churn, like adding help content and encouraging onboarding sessions with our customer success team. Those measures have been paying off, to the point where when we re-examined our churn reasons, we found that delinquent churn (credit cards failing or expiring) was the largest culprit. We don't want people churning just because they forget to update their credit card.

We've since implemented more measures to help prevent this from happening, like adding in-app notifications, earlier warnings about an upcoming credit card expiry, and so on.

Sometimes we get caught up looking for complicated answers, and analysing the data reminds us that simple fixes can sometimes be what's needed."

If a significant share of your revenue runs through credit cards, Payment Acceptance is worth tracking. Benchmark it against your industry, and you'll know quickly whether you have a problem worth fixing.

Three steps to running on data

You don't need a large team or a complex stack to start. These three steps work at any stage:

1. Build a short metric list. Choose a handful of generic metrics that reflect business health, then identify one or two company-specific metrics that prove your product is delivering value.
2. Get organized around data. Name a data leader, even informally. Someone whose job is to help the team interpret numbers correctly and trust what they're seeing.
3. Make the data visible. Put your key metrics in dashboards that update automatically. Then let the numbers tell you where to look next.