Insights and Strategies for Scaling a Successful SaaS Company

Most founders treat SaaS pric­ing strat­e­gy as a one-time deci­sion they made when the first pay­ing cus­tomer showed up, and they have not seri­ous­ly revis­it­ed

The CEO salary ques­tion at a start­up is the most awk­ward num­ber on the cap table. You set it. You sign the check. You also

Most founders treat ven­ture cap­i­tal pitch decks like mar­ket­ing col­lat­er­al. That is the sin­gle most expen­sive mis­take in fundrais­ing. A pitch deck is not a

Most founders search­ing for an invest­ment the­sis sam­ple assume they are look­ing for a fill-in-the-blank doc­u­ment. They are not. They are look­ing for the one

Most CEOs treat mul­ti-ten­an­­cy archi­tec­ture as an engi­neer­ing deci­sion. That is the most expen­sive mis­take you can make as a SaaS founder. The choice between

The aver­age mid-mar­ket SaaS com­pa­ny wastes 30% to 40% of its SaaS soft­ware spend on licens­es no one uses, tools that over­lap, and accounts that

The annu­al recur­ring rev­enue vs rev­enue ques­tion is the sin­gle most expen­sive piece of con­fu­sion I see in SaaS chief exec­u­tive offi­cer (CEO) con­ver­sa­tions. A

If you can’t draw a clean line between book­ings and rev­enue on a white­board, you can’t run a SaaS finance func­tion and you def­i­nite­ly can’t

Most founders think the invest­ment memo is a doc­u­ment the ven­ture cap­i­tal firm writes after they pitch. That is half the sto­ry — and the