ARR vs. ERR: Why every dollar isn’t equal

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Contracts have changed in the age of AI, and that means founders need to look at growth numbers through a new lens. Going from $0 to $2M in six months may sound impressive, but in practice that could be based on short-term pilots, with half of that revenue gone once the trials expire.
Instead of the 12-month commitments that defined SaaS for the last decade, many buyers are now asking for short pilots with easy opt-outs. These deals signal experimentation more than conviction, and as a result, a huge share of AI revenue today is what’s being called Experimental Runrate Revenue (ERR).
ERR is essentially unstable revenue from short pilots, opt-out contracts, or deals that only count once they convert. It can spike quickly as pilots stack up but just as easily collapse when those trials don’t turn into long-term commitments. That’s why contracting discipline matters more than ever. To turn experiments into durable revenue, you need to structure the deal the right way and then manage the process to ensure conversion.
This challenge is one that every AI company is facing, yet it’s rarely covered in the broader conversation. This edition breaks down both sides.
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ARR vs. ERR: Why every dollar isn’t equal
New benchmarks are circulating, such as a16z’s latest growth data for early-stage companies, but topline revenue numbers don’t tell the full story. In the AI era, contracts look very different, which changes how we should think about Annual Recurring Revenue (ARR).
While you don’t need a refresher on ARR, it’s worth underlining why it matters: retention and recurrence. True ARR is predictable and easy to forecast. It becomes more profitable over time as customers – who were expensive to acquire – turn into stable, recurring cash flow.
This is where contracts in today’s AI landscape are impacting ARR. Instead of signing clean, 12-month commitments that defined SaaS for the last 15+ years, buyers are now asking for short pilots with easy opt-outs. The standard we’re seeing is a 3-month pilot with a pre-defined conversion to an annual contract. The customer can walk away at any time within the trial period with no penalty.
This new reality presents two key challenges:
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How revenue gets reported. Many teams are booking pilot revenue as ARR in decks and updates, even when the customer isn’t paying full price yet and can churn in 12 weeks. It’s not surprising to see companies go from $0 to $1M ARR in 3 months with no visibility on how much is real ARR versus pilot dollars.
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How customers see their commitment. From the buyer’s perspective, this isn’t ARR yet, it’s a trial balloon. They’re under pressure to test AI tools quickly, so they sign multiple pilots, run them across teams, and only keep the ones that stick.
This revenue is being framed as Experimental Runrate Revenue (ERR). ERR is inherently unstable – it can spike quickly as pilots stack up but can just as quickly collapse when those trials don’t convert.
The risk for founders is assuming ERR behaves like ARR. Pilots don’t guarantee long-term retention. Until they convert, treat ERR as a leading indicator of demand, not the durable foundation you can scale headcount and burn against. The market pull for some of these AI tools is unlike anything we’ve seen before, and that urgency is a huge advantage for every startup.
The go-forward strategy
The debate between ERR and ARR may not be as exciting as chasing historical growth rates, but it changes how deals are won, measured, and sustained. Revenue dynamics are shifting in ways founders and operators can’t afford to ignore.
1. Scrutinize your contracts
Every dollar isn’t equal. A $1.7M “run-rate” headline means little if half of it can evaporate next quarter. Go line-by-line and ask: What portion is true ARR versus ERR? Which contracts are fully committed, and which are still pilots with opt-outs? At Seed and Series A, investors are reading these carefully.
2. Pressure test the budget story
Ask customers (and yourself) where the budget is coming from. Is this spend locked in, or is it sitting in an “experimental AI” line item that may disappear? That’s not necessarily a bad thing (it’s often where adoption starts), but you need to know what milestones move you from “experimental” to “essential” in the buyer’s budget.
3. Align internally on revenue recognition
What do you call ARR? When can you book revenue, and how will you recognize it across the contract? Many first-time founders are navigating this for the first time. With more variability in pricing and contract structure, getting revenue operations right from day one is foundational.
The good news is there’s never been a more exciting time to build. But with growth and customer pull come quirks like evolving contract structures and experimental budgets. As those experimental budgets harden into “must-have” line items, founders who treat revenue recognition as a strategic discipline will be in the best position to scale sustainably.
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