Every company, every category, has its origin story. For Nue, that story begins inside the walls of Zuora.

Zuora was more than a company; it was a movement. It changed how the world thought about subscription billing and recurring revenue. It created a category and inspired a generation of SaaS businesses to think differently about monetizing, managing, and growing their revenue streams. Many of our early team members, including myself, deeply respect what Zuora has accomplished.

However, like all first-generation platforms, Zuora faced its limits, which became more evident as the market evolved. It was those cracks in the foundation that sparked the creation of Nue.

Cheng Zou was not only Zuora’s CTO, but he was also one of the architects of its early technology DNA. Over nearly a decade, Cheng led Zuora’s technology organization through some of its most pivotal phases: from building the first subscription billing engine that could support emerging SaaS companies, through the company’s initial public offering (IPO), and into its early days as a public company.

During that time, Cheng and his team faced the realities of operating one of the most important revenue systems for hundreds of global enterprises. He saw firsthand the challenges that businesses faced when trying to scale Zuora beyond its core capabilities into usage-based pricing, hybrid models, complex revenue recognition, and dynamic sales motions that spanned sales reps, partners, websites, and self-service portals.

“We stretched Zuora’s architecture as far as we could,” Cheng recalls. “It just wasn’t designed for hybrid pricing, usage-based models, or omnichannel sales.”

He knew better than anyone that Zuora had been designed for a different era. An era where subscriptions were the innovation, before the rise of PLG and omnichannel buying. Before the explosion of hybrid revenue models. While Zuora attempted to adapt to these new models, Cheng realized that the foundational architecture couldn’t keep pace without significant complexity, customization, and costly workarounds.

After leaving Zuora, Cheng was given the rare gift of a blank slate, backed by NextWorld Capital, to explore what the next generation of enterprise revenue software could look like if it were started from scratch, without the baggage of the past.

That’s where Tina Kung comes in. 

A brilliant engineer, Tina worked closely with Cheng at Zuora. Tina saw the cracks just as clearly, but also had the vision and conviction to imagine a fundamentally different approach. 

Cheng brought Tina into the team, and what started as exploration quickly became conviction when Tina authored the manifesto that would pivot the entire project toward what we now call Nue. 

This manifesto reimagined what a modern revenue platform should look like: one built for omnichannel, dynamic pricing, and PLG and SLG working together, for real-time insights, for the kinds of businesses that are scaling today and tomorrow.

What emerged was not just a better billing system. It was a recognition that to fix what was broken, you had to do more than rebuild Zuora. Instead, you had to tackle the CPQ problem head-on. You had to bring quoting, billing, and customer lifecycle management into one seamless, unified system, without the need for integrations or data stitching.

At Nue, we often say we built Zuora 2.0 and Salesforce CPQ 2.0 because we had to. You can’t solve the complexity of modern revenue models by addressing one side of the equation. Legacy systems tried, but the cracks between quoting and billing became the cracks where revenue leaks, errors, and inefficiencies lived.

Zuora did great things. So did Salesforce CPQ. But they were products of their time. Every generation of software reflects the compromises of that era. We’ve been inside those systems. We know where they thrive—and where they are challenged.

Nue is more than a CPQ or billing tool. It’s a platform purpose-built for how B2B SaaS companies sell today and how they’ll sell tomorrow. A system that can manage subscriptions, usage, services, physical goods, and hybrid models in a single, agile platform.

That’s why we’re proud to be seen as the next chapter in this story. The people who helped build the first-generation systems have now built the next-generation platform. For companies evaluating the future of their revenue stack, the choice is clear: Stay with systems designed for yesterday, or move to a platform built by the people who know what’s broken—and how to fix it.

If I could use an analogy, it’s like going to a new clinic run by the doctors who built the previous one. They know what worked, what didn’t, and now they’ve built something better. That’s Nue.

We are the future of the omnichannel economy, created by the people who built the last chapter and learned exactly what the next one should be.