Peak NRR of 115% in FY-2025. Latest is 104% - that's -11pp from peak.
Sprinklr is above the Customer Engagement Public median by +0pp (cell median: 104%)
Sprinklr (CXM) is a customer engagement company at the public stage. As of its most recent disclosure (FY2027-Q1), Sprinklr reported a Net Revenue Retention rate of 104% - a mid-pack result for B2B SaaS at this segment.
Sprinklr's NRR peaked at 115% in FY-2025, 11pp above today's level.
Within its peer set (customer engagement companies at public stage in the $100k-$500k acv band), Sprinklr's NRR is roughly in line with the cell median of 104%. Compare against the full peer cell aggregate for distribution and top performers.
Contract shape and forward-booked revenue.
When the company breaks NRR/GRR by segment, geography, or customer size cohort.
| NRR by ARR cohort | over 1m: 115% |
|---|
Logo flow per period (count-side complement to dollar-based NRR).
Revenue, ARR, and team-size denominators for the productivity ratios.
Forward-booked revenue by maturity. Renewal pipeline visibility.
Support tiers: premier · super premier
CS team segments: Strategic · Enterprise · Mid-Market · SMB
CSM model: account-named
Education programs: Tailored training
Customer Advisory Board: Yes
Top customer exec: Rory Read - President and CEO (since 2024) · reports to CEO
Computed from the data above. Shows where value comes from and where leakage hides.
Named CS initiatives across recent disclosures (newest first).
Changed financial performance metric from net new ARR bookings to total revenue to better align with strategic plan.
"our compensation committee determined that... total revenue was a more meaningful metric for measuring our progress"
Targeted at ensuring the needs of strategic customers are met through executive reviews and escalated support.
"Operation Bear Hug is targeted at ensuring the needs of our strategic customers are met"
Growth in implementations and managed services related to Contact Center as a Service (CCaaS) delivery capabilities.
"increase in professional services revenue was primarily due to growth in both implementations and managed services related to CCaaS"
Intense focus on top 900 customers representing 90% of revenue to drive accountability and customer centricity.
"The combination of these improvements, along with Project Bear Hug, is driving a cultural shift"
Deploying Sprinklr's own support and platform tools internally to improve customer service delivery.
"We're putting Sprinklr support on Sprinklr. You know, and each of these items moves us."
Moving internal support functions onto the Sprinklr platform to improve customer support consistency.
"One of the things we're doing in support is we're moving our support function onto Sprinklr."
Unified structure including AE, solution consultant, technical success manager, and renewal manager.
"Our new sales pod structure, implemented in February, enables our sales, services, and product teams to operate"
Restructuring sales and success teams into pod coverage models with specific ratios for AEs, CSMs, and Architects.
"That is how we restructured into a pod coverage model... Territories are assigned, compensation plans are rolled out."
Challenges acknowledged by management. Useful peer signals - your team is probably not alone.
Global economic, political and market uncertainty affecting the business environment.
"given the global economic, political and market uncertainty."
Decrease in total customer count due to focus on top-tier enterprise customers.
"decrease was partly related to a strategic refinement of our customer profile and our increased focus on top-tier"
Difficulties managing larger CCaaS projects resulted in customer dissatisfaction and churn.
"experienced difficulties with managing the implementation of certain larger CCaaS projects"
Elevated churn and down-selling driven by the current macroeconomic environment.
"decrease year-over-year was driven by elevated churn and down-selling ... partially driven by the current macroeconomic environment"
Higher than preferred churn, particularly in the first half of the fiscal year.
"While churn was higher than we would have preferred, particularly in the first half"
Events in the Middle East impacting a meaningful business region and pipeline.
"macro environment has also become fluid, particularly with the events in the Middle East"
Curated quotes about customer outcomes, retention, renewals.
"Visibility began to improve in the second half of last year and continued into 1Q, where we achieved our best renewal rates since fiscal year 2024."
"Our Q1 renewal rate was the highest renewal rate in more than two years. A majority of our renewal dollars are multi-year deals."
"We're going to make sure that we have a pod structure in place... including technical success managers, which we know are fundamentally required to drive long-term adoption."
"We're not going to be in the case where we're looking at a renewal in the last month of the contract. That's just foolish."
"We need to treat implementations as a product. We have to productize it, get it consistent, have it very well documented."
"I plan to add success managers most of the year, especially technical success managers that really have those right skills."
Side-by-side NRR, customer cohorts, commercial structure, and CS motion.
Sprinklr appears on 3 of our retention leaderboards.
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| Period | NRR | GRR | Source type | Filing |
|---|---|---|---|---|
| FY2027-Q1 | 104% | - | earnings-call-transcript | source ↗ |
| FY2026-Q4 | 103% | - | earnings-call-transcript | source ↗ |
| FY-2026 | 111% | - | 10-K | source ↗ |
| FY2026-Q3 | 102% | - | earnings-call-transcript | source ↗ |
| FY2026-Q2 | 102% | - | earnings-call-transcript | source ↗ |
| FY2026-Q1 | 102% | - | earnings-call-transcript | source ↗ |
| FY2025-Q4 | 104% | - | earnings-call-transcript | source ↗ |
| FY-2025 | 115% | - | 10-K | source ↗ |
| FY2025-Q3 | 107.3% | - | 10-Q-mdna | source ↗ |
Generate a live retention report against Sprinklr and your full peer cell. Ungated. Downloadable as PDF.