Insights and Strategies for Scaling a Successful SaaS Company

Here is the part almost no one tells you: your choice of indi­rect dis­tri­b­u­tion chan­nel qui­et­ly sets your cus­tomer acqui­si­tion cost before you write a

Most founders I work with at $5M to $15M Annu­al Recur­ring Rev­enue (ARR) can quote a num­ber they heard on a pod­cast — “SaaS rev­enue

Most SaaS finan­cial mod­els are wrong in a way that does­n’t show up until it costs you mon­ey. They look pol­ished. The tabs are col­or-cod­ed.

Most advice on growth hack­ing SaaS hands you a list of 50 tac­tics and tells you to start run­ning exper­i­ments. Refer­ral pro­grams. Prod­uct Hunt launch­es.

Most SaaS com­pa­nies that stall between $5M and $15M in annu­al recur­ring rev­enue (ARR) don’t have a tac­tics prob­lem. They have a SaaS growth strat­e­gy

Most CEOs at $5M to $15M ARR can name the head­line sub­scrip­tion price on their pric­ing page and almost noth­ing else. That is a prob­lem,

The risk of churn­ing is not a num­ber you dis­cov­er after a cus­tomer can­cels. It is a pat­tern of sig­nals that show up 60 to

Most SaaS founders I work with at $3M to $15M Annu­al Recur­ring Rev­enue can quote their MRR. Far few­er can tell me what their MRR

Local­ized pric­ing is the prac­tice of charg­ing dif­fer­ent prices for the same SaaS prod­uct in dif­fer­ent geo­graph­ic mar­kets — based on local pur­chas­ing pow­er, com­pet­i­tive