Bookings Backlog Total
Definition
Total dollar value of all signed contracts that have not yet been recognized as revenue — the visibility window into future revenue at a point in time. Closely related to sales.bookings_backlog; this entry serves as the FlowSubform `start` slot for the per-period bookings-backlog flow (open + new bookings − recognized − cancellations = close). Common pitfall: omitting cancellations from the flow leaves a phantom backlog that overstates future revenue visibility — every backlog flow needs an explicit cancellation line even when zero.
Why it matters
Quantifies how much of forward revenue is already contracted — high ratios of backlog to forward plan = high revenue predictability. Boards use it to assess whether the business has visibility or is running quarter-to-quarter on pipeline conversion.
How it's calculated
Bookings Backlog Total at period close = Σ TCV of all signed contracts − Σ revenue recognized to date against those contracts. Equivalent to ASC 606 RPO. The per-period flow: opening backlog + new bookings (TCV signed in period) − revenue recognized in period − cancellations = closing backlog. How to interpret it
Backlog at year-end ≥ 1.0× next-year ARR plan is the conventional "visible year" benchmark for Series B+ subscription companies (industry folk-wisdom — anchored to public-SaaS RPO disclosure norms but not a published cross-company threshold). Track the cancellation share of the flow — rising cancellations as a % of opening backlog signal contract instability.
Source
imboard Editorial
Stage relevance
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Related KPIs
Total value of signed contracts that have not yet been recognized as revenue — future revenue locked into the books. Equivalent to "remaining performance obligation" (RPO) in public-SaaS disclosures, though private companies often track only the in-period portion. Board reads this as the visibility horizon: a healthy backlog means recognized revenue is largely already-sold and not dependent on Q-end heroics. Common pitfall: confusing backlog with pipeline — backlog is contractually committed, pipeline is unsigned opportunity. Surface the two on the same dashboard but never sum them.
Total revenue recognized under the company's accounting standard (ASC 606 / IFRS 15) during the period — distinct from billings (what was invoiced) and from ARR (an annualized run-rate snapshot). The income-statement top line and the basis for GAAP reporting. Common pitfall: confusing recognized revenue with ARR — for a company with mid-year contract starts, ARR exit will exceed recognized revenue for that year; the gap shrinks as the cohort matures. Boards reviewing a recognition-heavy investor pack should always see ARR alongside revenue to avoid mis-pricing growth.
Annual Recurring Revenue — the value of all recurring subscription revenue normalized to a one-year run-rate as of the period close. The headline operating metric for a subscription business; every growth and efficiency ratio (NRR, GRR, magic number, CAC payback, Rule of 40) is calibrated against it. Excludes one-time fees, professional services, and non-contractual usage. Common pitfall: confusing ARR (contracted recurring) with revenue (recognized) or with CARR (contracted incl. not-yet-live) — the SMSB standard draws sharp lines between them, and boards expect the same discipline. The KpiVarianceTable widget surfaces forecast / actual / variance / status / future-forecast columns against the same field.
Contracted Annual Recurring Revenue — recognized MRR × 12 plus the annualized value of contracts that are signed but not yet live (i.e. implementation, ramp, deferred-start). Per the SMSB standard, CARR sits between ARR (live only) and pipeline (unsigned) on the revenue-certainty spectrum: contractually committed but not yet delivered. Boards reading CARR > ARR gap can quantify the in-flight implementation backlog and the leading indicator of next-period ARR. Common pitfall: counting verbal commitments or LOIs as CARR — only signed contracts qualify under the SMSB definition.
Annualized recurring revenue booked from net-new logos (first-time customers) during the period. This is the "hunt" line of the ARR waterfall — the output of the new-customer acquisition motion, distinct from expansion (existing-customer upsell) and from churn / downgrades. Common pitfall: counting renewals or expansion deals as new business inflates the new-logo conversion engine and hides a stalled acquisition motion. The KpiVarianceTable widget shows period forecast vs actual; downstream views compare it to S&M spend to derive new-business CAC and CAC payback.
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