Scale-up seems easier than start-up in many ways. You've established product-market fit. You've sold $5 or $10M in ARR. You've found a buyer persona to sell and problem (aka, use-case) to solve. You've answered all the hard questions. Now, all you have to do is scale it up. Easy-peasy, right? Not so fast. In this presentation, I'll cover what I see as the top 5 mistakes made during the scale-up phase based on my experience as a CEO of two startups in the $0 to $100M range, CMO of two in the $50M to $1B range, advisor to dozens of startups, and EIR at Balderton capital where we work with scores of startups at both the early and growth stages. We'll discuss: premature scaling, US expansion, insufficient enablement and support, inexperienced management, and the delicate topic of reacceleration after a stall. As a bonus, we'll talk about when your "second album" (i.e., product) should come out and how to maintain focus in a world of market- and sometimes board-driven distractions. See you there!
10 Ways to Bootstrap to $10M By Doing Things That Don’t Scalesaastr
Getting to $10M is hard enough, but bootstrapping your way there is rarer than a unicorn these days. In this session, Boast.AI & Traction Cofounder Lloyed Lobo shares a framework for doing just that. Specifically, Lloyed discusses how to: - find your ideal customers - validate your idea - get to product-market fit - figure out repeatable scalable growth channels - make your product sticky so customers keep coming.
Which metrics matter and which can distract you when building a fast growth SaaS startup? Index Ventures Partner Molly Alter shares benchmarks for the most important metrics that will accelerate your growth and attract investors in your next round. She will explain how these differ by stages of the business, from Seed to Growth, and for different types of SaaS businesses.
If you are an enterprise entrepreneur who is launching initially, finding Product Market Fit, seeking Go-To-Market repeatability, or introducing a new product to market, this summit is for you.
OKRs: How Google Achieves Company Goals Weekdone.com
John Doerr, one of the advocates for Objectives and Key Results, has said:“I remember being intrigued with the idea of having a beacon or north star every quarter, which helped set my priorities. It was also incredibly powerful for me to see Andy’s OKRs, my manager’s OKRs and the OKRs for my peers. I was quickly able to tie my work directly to the company’s goals. I kept my OKRs pinned up in my office and I wrote new OKRs every quarter, and the system has stayed with me ever since.“
OKRs is a easy process of setting company, team and personal goals and connecting each goal with 3-4 measurable results. As you achieve those results, the whole objective gets marked done.
OKRs, on a personal, team's and company level make up a system that shows how everything one person does connects to the work of others.
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
In this session, Arsenio Otero will advise on advice and learnings for how to scale a global SaaS company and what to be aware of, drawing from his extensive experience at a variety of companies – from his previous role as Salesforce International COO to his current role as Celonis COO. Get ready for some best practices and lessons learned!
From Memes to Value-add: What Matters 'Beyond Money' and How to Find itsaastr
In today's capital market, things move faster, rounds are bigger, and new funds emerge each day. While founders struggle to tell investors apart, VCs are scrambling to stand out with an increasingly commoditized product: money. From memes to 'value-added services', what matters beyond money? To answer that, first, find out what to ask. Then dare to ask it.
10 Ways to Bootstrap to $10M By Doing Things That Don’t Scalesaastr
Getting to $10M is hard enough, but bootstrapping your way there is rarer than a unicorn these days. In this session, Boast.AI & Traction Cofounder Lloyed Lobo shares a framework for doing just that. Specifically, Lloyed discusses how to: - find your ideal customers - validate your idea - get to product-market fit - figure out repeatable scalable growth channels - make your product sticky so customers keep coming.
Which metrics matter and which can distract you when building a fast growth SaaS startup? Index Ventures Partner Molly Alter shares benchmarks for the most important metrics that will accelerate your growth and attract investors in your next round. She will explain how these differ by stages of the business, from Seed to Growth, and for different types of SaaS businesses.
If you are an enterprise entrepreneur who is launching initially, finding Product Market Fit, seeking Go-To-Market repeatability, or introducing a new product to market, this summit is for you.
OKRs: How Google Achieves Company Goals Weekdone.com
John Doerr, one of the advocates for Objectives and Key Results, has said:“I remember being intrigued with the idea of having a beacon or north star every quarter, which helped set my priorities. It was also incredibly powerful for me to see Andy’s OKRs, my manager’s OKRs and the OKRs for my peers. I was quickly able to tie my work directly to the company’s goals. I kept my OKRs pinned up in my office and I wrote new OKRs every quarter, and the system has stayed with me ever since.“
OKRs is a easy process of setting company, team and personal goals and connecting each goal with 3-4 measurable results. As you achieve those results, the whole objective gets marked done.
OKRs, on a personal, team's and company level make up a system that shows how everything one person does connects to the work of others.
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
In this session, Arsenio Otero will advise on advice and learnings for how to scale a global SaaS company and what to be aware of, drawing from his extensive experience at a variety of companies – from his previous role as Salesforce International COO to his current role as Celonis COO. Get ready for some best practices and lessons learned!
From Memes to Value-add: What Matters 'Beyond Money' and How to Find itsaastr
In today's capital market, things move faster, rounds are bigger, and new funds emerge each day. While founders struggle to tell investors apart, VCs are scrambling to stand out with an increasingly commoditized product: money. From memes to 'value-added services', what matters beyond money? To answer that, first, find out what to ask. Then dare to ask it.
OKR stands for OBJECTIVE KEY RESULT. It is a system originated at Intel (Andy Grove implementing Peter Drucker’s Management by Objective system) and used by several companies such as Google, Zynga, LinkedIn, General Assembly to promote rapid and sustained growth.
Revenue Ops: Our Proven Framework for Massive PipelineSales Hacker
What you'll learn:
- A proven framework to align & organize your revenue teams (sales, marketing & customer success)
- The “Ins & Outs” of Leandata’s & Outreach’s revenue operations
Kiwi SaaS Metrics That Matter 2023^LLJ r2.2.pdfssuser62db4d1
Slides from a presentation I gave at KiwiSaaS 2023 entitled Metrics That Matter in 2023. This presentation discusses the change in the financing environment, how companies can respond to it, and the key metrics that I think will matter in 2023 and 2024 to securing additional funding rounds.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Balderton Metrics that Matter in 2023.pdfDave Kellogg
Slides from the Balderton version of my Kiwi SaaS presentation, Metrics that Matter in 2023, designed to talk about which SaaS metrics matter today that, in some cases, were not as important 12-24 months ago.
Risk Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in risk management. It will help you easily identify, assess, prioritize and mitigate the key risks & issues of your project or company. It includes all the Frameworks, Tools & Templates to help your increase your risk management skills and the risk management capability of your company. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Sales leader Derek Draper shares the Stage Management Guide that boosted his team's performance metrics across the board. Read the rest of the story on First Round Review: http://firstround.com/review/this-sales-plan-moves-the-needle-on-every-success-metric/
Dave Kellogg SaaStr 2021: A CEO's Guide to MarketingDave Kellogg
Slides from Dave Kellogg's presentation at SaaStr Annual 2021, entitled A CEO's Guide to Marketing, where Dave discusses the top 5 things CEOs and C-level startup executives should know about marketing. Includes a 4-slide appendix of background resources.
Creating An Effective Business Development StrategyTom Cutshall
Creating a business development strategy requires a collaborative effort from the entire business team. A key aspect of creating an effective business development plan is looking back and evaluating what worked and didn't work.
The Definitive Guide to Customer Success 2017Lincoln Murphy
The Customer Success movement has taken the SaaS industry by storm, even requiring an updated SaaS Business Model definition.
But what exactly is Customer Success? Is it an organizational mindset? Is it a corporate strategy? Is it a set of tactics designed to produce happy, successful customers that in turn creates success for you, the SaaS vendor?
The answer is... all of the above.
In this guide I've enumerated 17 key elements of Customer Success for SaaS companies. I hope it helps you reach your goals.
Startup DNA: the formula behind successful startups in Silicon Valley (update...Yevgeniy Brikman
[Updated May 5, 2017] "Successful startups are all alike; every unsuccessful startup is unsuccessful in its own way." These are my personal observations on a few traits that make startups successful. You can find a video of the talk at https://www.youtube.com/watch?v=z_D9oXCK2lM and the book at http://www.hello-startup.net/.
How Startups Can Build a Recruiting MachineDavid Skok
Something important has changed in the recruiting process: the best people are almost never on the market, and you have to develop recruiting processes to find and sell passive candidates. In many cases, it will take months or years of relationship building with these candidates to find the right moment when they are open to considering a change. Closing them takes greater selling efforts than in the past due to the intense competition over the good candidates. This leads me to believe that there is now a third crucial startup skill that needs to be developed: recruiting.
Building the Billion Dollar SaaS Unicorn: CEO GuideKelly Schwedland
In a Venture Capital world that is obsessed with growth, recurring revenue and software as a service, after you validate that you have a solution that people are willing to pay for, there is an entire new world ahead of you in scaling that venture. For many, this involves an entirely new language and set of metrics to manage the business. For the startup that wants to make the leap to scale up and fast growth this should serve as a starting point for key insights and metrics for that journey.
Easily define & implement your Marketing Strategy & Plan in 11 simple steps. This Marketing Strategy & Plan Template is an international Bestseller created after more than 300 hours of work by ex-Havas, McKinsey & Deloitte Consultants, specialized in Marketing & Strategy. Don’t reinvent the wheel and increase your productivity.
How to move away from top-down, template-based, product strategies into ones that deliver and capture value. Learn how to build effective strategies through experimentation and learning.
Zero to 100 - Part 4: Building a Sales Team - Stephanie SchatzDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
SaaS Pricing Strategies that Work: How to Design an Optimal Pricing Model wit...saastr
Most SaaS companies are not using pricing to its full potential. We all know pricing is important, but because it is complicated, and often intimidating, we choose an overly simplistic approach. This session will highlight some evidence-based principles that will help you avoid common pricing mistakes and put you on the fast-track to capturing opportunity, without getting lost in analysis, data, and conflicting opinions.
Mastermind Masterclass:A CEO's Guide to Marketing with Dave Kelloggsaastr
No one word strikes more terror in the heart of product-, engineering-, or even sales-oriented founders and CEOs than "marketing." How to understand marketing? How to drive marketing? How to measure marketing? What to look for in a marketing leader? In this session, we'll talk about how CEOs (and ohter startup execs) should think about, charter, direct, and support marketing
Presentation I gave to a high-growth startup with my perspectives on high-growth companies and how to manage the challenges that come with high growth.
OKR stands for OBJECTIVE KEY RESULT. It is a system originated at Intel (Andy Grove implementing Peter Drucker’s Management by Objective system) and used by several companies such as Google, Zynga, LinkedIn, General Assembly to promote rapid and sustained growth.
Revenue Ops: Our Proven Framework for Massive PipelineSales Hacker
What you'll learn:
- A proven framework to align & organize your revenue teams (sales, marketing & customer success)
- The “Ins & Outs” of Leandata’s & Outreach’s revenue operations
Kiwi SaaS Metrics That Matter 2023^LLJ r2.2.pdfssuser62db4d1
Slides from a presentation I gave at KiwiSaaS 2023 entitled Metrics That Matter in 2023. This presentation discusses the change in the financing environment, how companies can respond to it, and the key metrics that I think will matter in 2023 and 2024 to securing additional funding rounds.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Balderton Metrics that Matter in 2023.pdfDave Kellogg
Slides from the Balderton version of my Kiwi SaaS presentation, Metrics that Matter in 2023, designed to talk about which SaaS metrics matter today that, in some cases, were not as important 12-24 months ago.
Risk Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in risk management. It will help you easily identify, assess, prioritize and mitigate the key risks & issues of your project or company. It includes all the Frameworks, Tools & Templates to help your increase your risk management skills and the risk management capability of your company. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Sales leader Derek Draper shares the Stage Management Guide that boosted his team's performance metrics across the board. Read the rest of the story on First Round Review: http://firstround.com/review/this-sales-plan-moves-the-needle-on-every-success-metric/
Dave Kellogg SaaStr 2021: A CEO's Guide to MarketingDave Kellogg
Slides from Dave Kellogg's presentation at SaaStr Annual 2021, entitled A CEO's Guide to Marketing, where Dave discusses the top 5 things CEOs and C-level startup executives should know about marketing. Includes a 4-slide appendix of background resources.
Creating An Effective Business Development StrategyTom Cutshall
Creating a business development strategy requires a collaborative effort from the entire business team. A key aspect of creating an effective business development plan is looking back and evaluating what worked and didn't work.
The Definitive Guide to Customer Success 2017Lincoln Murphy
The Customer Success movement has taken the SaaS industry by storm, even requiring an updated SaaS Business Model definition.
But what exactly is Customer Success? Is it an organizational mindset? Is it a corporate strategy? Is it a set of tactics designed to produce happy, successful customers that in turn creates success for you, the SaaS vendor?
The answer is... all of the above.
In this guide I've enumerated 17 key elements of Customer Success for SaaS companies. I hope it helps you reach your goals.
Startup DNA: the formula behind successful startups in Silicon Valley (update...Yevgeniy Brikman
[Updated May 5, 2017] "Successful startups are all alike; every unsuccessful startup is unsuccessful in its own way." These are my personal observations on a few traits that make startups successful. You can find a video of the talk at https://www.youtube.com/watch?v=z_D9oXCK2lM and the book at http://www.hello-startup.net/.
How Startups Can Build a Recruiting MachineDavid Skok
Something important has changed in the recruiting process: the best people are almost never on the market, and you have to develop recruiting processes to find and sell passive candidates. In many cases, it will take months or years of relationship building with these candidates to find the right moment when they are open to considering a change. Closing them takes greater selling efforts than in the past due to the intense competition over the good candidates. This leads me to believe that there is now a third crucial startup skill that needs to be developed: recruiting.
Building the Billion Dollar SaaS Unicorn: CEO GuideKelly Schwedland
In a Venture Capital world that is obsessed with growth, recurring revenue and software as a service, after you validate that you have a solution that people are willing to pay for, there is an entire new world ahead of you in scaling that venture. For many, this involves an entirely new language and set of metrics to manage the business. For the startup that wants to make the leap to scale up and fast growth this should serve as a starting point for key insights and metrics for that journey.
Easily define & implement your Marketing Strategy & Plan in 11 simple steps. This Marketing Strategy & Plan Template is an international Bestseller created after more than 300 hours of work by ex-Havas, McKinsey & Deloitte Consultants, specialized in Marketing & Strategy. Don’t reinvent the wheel and increase your productivity.
How to move away from top-down, template-based, product strategies into ones that deliver and capture value. Learn how to build effective strategies through experimentation and learning.
Zero to 100 - Part 4: Building a Sales Team - Stephanie SchatzDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
SaaS Pricing Strategies that Work: How to Design an Optimal Pricing Model wit...saastr
Most SaaS companies are not using pricing to its full potential. We all know pricing is important, but because it is complicated, and often intimidating, we choose an overly simplistic approach. This session will highlight some evidence-based principles that will help you avoid common pricing mistakes and put you on the fast-track to capturing opportunity, without getting lost in analysis, data, and conflicting opinions.
Mastermind Masterclass:A CEO's Guide to Marketing with Dave Kelloggsaastr
No one word strikes more terror in the heart of product-, engineering-, or even sales-oriented founders and CEOs than "marketing." How to understand marketing? How to drive marketing? How to measure marketing? What to look for in a marketing leader? In this session, we'll talk about how CEOs (and ohter startup execs) should think about, charter, direct, and support marketing
Presentation I gave to a high-growth startup with my perspectives on high-growth companies and how to manage the challenges that come with high growth.
Avoiding the Pitfalls of Vanity Metrics by Apple Senior PMProduct School
- Understand what vanity metrics are and why they come into existence.
- Identify real examples of vanity metrics and craft more meaningful alternative metrics.
- Have fun! I have a big personality and hate dry presentations
Going From Idea to Operations - A Simple Framework for Building a BusinessChristopher Mohritz
This presentation is a (very) high-level overview of all the action items new entrepreneurs need to keep in mind / consider when building their new business, specifically: Launch process (based on lean principles), Marketing strategies, Personnel / staffing considerations, Workspace considerations, Giving back to the community, Corporate culture considerations, Product / service development, Customer development, Product distribution / service delivery considerations, and Business entity considerations.
Note: some of the linked resources are specifc Arizona USA
You’ve set the goals, your agency says you’ve hit them — Great! But now what?
Discover how to break down the list of things your agency should be doing, how to set SMART goals, major red flags to watch out for, and many more from Joe Khoei of SalesX and Aaron Levy of Elite SEM.
Presentations During EWPB 2018 - Khaos Control CloudEmma Roberts
All presentations during the event Empowering Women Powering Business.
Speaker line up:
Anna Abrell - Quibit and DevelopHer
David O'Brien - Business Doctors
Julia Clarke - Wright Vigar
Helen Barge - Risk Evolves
Jodie King - SEO Traffic Lab
The Whole Trick to SUCCESS in the SEO BUSINESS is..HubShout, LLC
Chris, a guy who has sold SEO to thousands of clients, is going to tell the secrets to his success, when you come to the webinar on June 25th at 3 PM EDT.
Chris is absolutely fearless in going after new business. He’s passionate about what he does. You can’t help but be inspired by Chris’ story, from his days as national sales director for yp.com, to his foray into SEO when he and his team landed huge clients (like Home Depot and Walgreens) to now when he is so busy, he barely has time to do this webinar!
Chris will inspire you to go out and do better! He’ll tell you about:
- Resources you can tap into locally and creative ways to use those resources to make yourself the SEO expert - in your local community.
- The big problems he’s run into with the big money accounts and why he prefers working with small, local businesses.
- How to identify which local businesses you should approach.
- Why it’s important to have a strong infrastructure in place so you can stay in “sales mode.”
- What he knows about selling SEO that makes potential clients come to him.
Slides from speakers and sponsors from SalesJam 4.0, held in Durham on August 18, 2017. *Missing are slides from keynote speaker Brad Brinegar. They're posted separately on our SlideShare page.
By Gil Dibner (twitter.com/gdibner), General Partner & Founder at Angular Ventures (www.angularventures.com)
Gil has backed several enterprise-oriented companies, including Front and Vault. Tips to understand how to absolutely nail Enterprise Sales.
Before launching our Price course a year ago, we talked to companies of all shapes and sizes about their struggles with pricing. Each and every one stated that, despite all the information they could gather on their sales, their costs and their competitors, when it came right down to it, their pricing was really just their best guess.
But we can’t leave such an important aspect of our products to chance, which is why in this issue we are delving into all things price related.
Jim Semick leads us off with a great look at the challenges and opportunities of pricing SaaS products. Then our own Mark Stiving talks about pricing in competitive landscapes. Finally, Holly Krafft and Reed Holden write about how to gain internal support for your pricing strategies, first at the leadership level and then within your sales organization.
But this issue isn’t all dollars and cents. I want to call particular attention to Robin Sharma’s article on the top 10 things amazing leaders do, regardless of whether they have a title. Following these simple steps could change the trajectory of your career and those around you.
Today’s product teams have a lot to juggle. Our hope is that this issue can provide you with some tools and tips to make it all just a little easier.
Happy Reading,
Rebecca Kalogeris, Editorial Director
SaaStr Workshop Wednesdays: From Operator to Founder: What I’m Learning as a ...saastr
SaaStr Workshop Wednesdays: From Operator to Founder: What I’m Learning as a 1st Time Founder after 20+ Years of Operating
Speaker: Jeffrey Yoshimura, Former CMO at Synk
Territory Assignment Innovation: High-Velocity Techniques to Maximize Sales with Gusto’s CRO and Head of GTM Ops
Speakers: Tolithia Kornweibel, CRO @ Gusto and Jamie Edwards, Head of Go-to-Market Operations and Tools @ Gusto
SaaStr Workshop Wednesdays: Dropbox, Klaviyo, Lightspeed Commerce: 10 Things ...saastr
SaaStr Workshop Wednesdays: Dropbox, Klaviyo, Lightspeed Commerce: 10 Things that Change in Marketing as you Scale with Lightspeed Commerce's CMO
Speaker: Kady Srinivasan, CMO @ Lightspeed Commerce
Special Workshop Tuesday: The Future of Customer Success in 2024 with Gainsig...saastr
Special Workshop Tuesday: The Future of Customer Success in 2024 with Gainsight and SaaStr
Speakers: Nick Mehta, Gainsight CEO and Jason Lemkin, SaaStr CEO
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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1. The Top 5 Scale-Up Mistakes
for Startups
(And how to avoid them)
DAVE KELLOGG
EIR
Balderton Capital
@kellblog
2. Former Operator
● CMO 3x for 10+ years
● CEO 2x for 10+ years
● Enterprise, B2B SaaS
Including:
● Business Objects, Host Analytics,
MarkLogic, Alation (gig)
Advisor, Angel, and Director
● Advisor 18x+
● Angel 20x+
● Non-exec director 7x for 10+ years
Including:
● Numerous Balderton companies
● Nuxeo, Pigment, Recorded Future,
Scoro, Alation, Bluecore,
GainSight, MongoDB, Tableau
Who Is This Person?
2
4. You’ve got product-market fit (PMF)
● The Andreessen test
● The Sean Ellis test
You’ve identified a buyer (persona) to sell to
And a problem you solve for them
You’ve sold maybe $2M to $10M in ARR
You’re no longer in founder-led sales
The product is no longer MVP
Congratulations!
You’re exiting start-up and entering scale-up
Image source: https://nzrise.org.nz/9-rules-to-interrogate-hockey-sticks/ 4
6. How hard should you step on the gas? When?
Do you have the right people on your team?
Do you have a repeatable sales formula?
Do you have the right support and enablement?
What’s your holistic plan for entering international markets?
What shape will you be at $100M? Do the e-team and board agree?
How do you stay focused in an idée du jour environment?
When should you make your second album? Do you need one?
What’s your product plan and when do you start worrying about technical debt?
Well, Maybe Not
6
7. Now, You Have Different Questions
(But they’re still hard)
8. 1. Prematurely accelerating go-to-market (GTM)
2. Putting (or keeping) people in the wrong roles
3. Losing focus
4. Messing up USA expansion*
5. Accumulating debilitating technical debt
The Top Five Mistakes in Scale-Up
8
* This presentation is intended for a European startup audience
9. By far the top scale-up mistake
Causes:
● Prematurely thinking you have repeatability
● Board pressure
● Model-induced hallucination
Consequences:
● Dead VP of Sales; wounded founder/CEO
● Millions of dollars burned
● Loss of investor confidence
● Reduced employee morale
Mistake 1: Premature GTM Acceleration
9
Catching air on
the lifecycle curve
World’s worst reason to hire a seller
“If I don’t hire we have no chance of
making it, if I do then we might.”
10. How Much Does a Seller Actually Cost?
Direct Costs
● $300K OTE
● $180K for 2/3rds of an SC
● $60K for 2/3rds of an SDR
● $60K for 1/6th of a manager
● $100K of marketing for 25-40 oppties
● $700K = direct cost of carrying the wrong
person for a year
Opportunity Costs of a Bad One
● Deals lost that you could have won
● Flagship clients on competitor’s website
● Damage to your reputation
● Impact on coworkers
● “Impaired, but contributing” – wrong
● Deals lost, resources wasted – right
● Test: are you proud they represent you?
10
11. “You can never fire someone too early.”
● By the time you find out there are problems, a lot of damage has already been done
Do you even think about firing your best employees?
● If you are thinking about it, the employee is definitionally not a star or superstar
In countries where terminations are difficult by law
● Be extra careful on the initial hire (background/profile, references, work test samples)
● Setup formal review prior to expiration of probation period
Aside: Remember the Old VC Adage
11
12. Be realistic in self-assessment
● Advisors and directors can help
Hire according to empirical indicators, not the financing plan
● Indicators: quota attainment, forecast accuracy, pipeline growth and coverage
● Beware: pipeline discipline, pipeline chicken or egg problem
● Qualitative: does the VP of Sales want to make the hires?
● This is intelligent use of capital, not a bait-and-switch on your investors
Learn what repeatability looks like so you can know how close you are
Avoiding Premature GTM Acceleration
12
13. The Search for Repeatability
What is it?
How do you know when you have it?
Conceptually, it’s simple
● Given standard inputs,
● And a standard process,
● Do you get a standard output?
13
14. Defining the Repeatable Sales Process
14
Standard Process
• Tools and ongoing training
• Management and cadence
• Sales process and methodology
Standard Inputs
• Profile/background
• Hiring criteria
• Onboarding
Standard Output
• Ramping
• Productivity
• Attainment (X% at Y%)
See https://kellblog.com/2021/01/14/the-holy-grail-of-enterprise-sales-defining-the-repeatable-sales-process/
15. Nostalgia can be pretty nostalgic
● “In the good old days, we had 80% of our sellers at quota every quarter.”
● “Back at BigCo, if you missed quota two quarters in a row, you were summarily fired.”
Such comments have little value
● 80% at 100% on the year is a maybe, 80% at 100% every quarter, NFW.
● At that time BigCo was a $500M category-leading company growing at 50% -- not our situation
● If they were really firing everyone so quickly, the analysis is likely survivor-biased
My take
● I like 80% of sellers at 80% of quota on the year, and even that’s a high bar
● In emergencies say this: “I can fire everyone who’s missed two consecutive quarters, but then we’d
have no salesforce. And that would seem problematic.”
Quick Thoughts on Attainment
15
16. In start-up and scale-up companies there are two types of people
● Figure-it-out: give me a telephone and a machete and I’ll be fine
● Scale-it-up: let’s define and execute a process and I’ll be fine
The people who got you from $0M to $10M are figure-it-out people
The people you need from $10M to $100M are scale-it-up people
They’re different
● They don’t respect each other
● They often don’t even like each other
Mistake 2: People in the Wrong Roles
16
17. Example: Figure-It-Out vs. Scale-It-Up Sellers
Figure-It-Out Sellers
● Love hard problems
● Like unanswered questions
● Get bored with repetition
● Feel constrained by process
● Want to prove value of product
● Quit slowly if you keep them too long
● Artisanal
● Give me a telephone and a machete
Scale-It-Up Sellers
● Love making money
● Want a playbook
● Want to lather / rinse / repeat $$$$
● Want a defined process
● Want to prove they can do big numbers
● Quit quickly if you hire them too early
● Industrial
● Give me a patch and a playbook
17
18. The Hardest Balance
● Loyalty is important, but winning is
your paramount responsibility
● You must build a team that’s a mix of
veterans and up-and-comers
Strike a balance
● Truly value people
● Re-organize periodically
● Assign cross-functional OKRs
● Re-deploy people to matching roles
18
19. Building and Scaling are Different
Building
● Small number of amazing, creative,
unstoppable people
● Solving problems
● Quality = individual excellence
● Motto: amazing people can do anything
● Investors: talk about your amazing people
● Blazing trails
Scaling
● Small number of amazing process- and
infrastructure-oriented leaders
● Leveraging a large number of great but not
necessarily amazing people
● Building systems and processes
● Quality = process
● Motto: we help great people do amazing things
● Investors: talk about your amazing machine
● Building roads
19
20. ● Other than that, I mean, how are we going to grow?
● What about new, semi-relevant competitor X?
● Are we moving to usage-based pricing?
● Should we acquire company X?
● Should we have an app store?
● Do we do ABM?
● Should we start a business unit?
● How are we expanding channels?
● Do you have a second album?
● Should we start a run-rate business?
● Should we do PLG?
Mistake 3: Losing Focus
20
Despite all the focus on
the machine
You never get to say,
“uh, we’re going to do
more of what we did
that got us here.”
21. Remember, They’re Trying to be Helpful
(Most aren’t trying to distract you; they’re just throwing out ideas)
21
22. Throwing an Occasional Bone Doesn’t Work
Over My Cold, Dead Body
● Paint it red and rent it
● Become vertical search engine
● Launch video search service
● Fact-extract the Twitter firehose
● Do what killed competitor ABC
● Replace Oracle in structured apps
● Sell a virtual appliance
● Build a finance solution
22
If I Run Out of Excuses
● Open source it
● Implement SQL
● Change to subscription pricing
● Focus on enterprise search
● Start an email search application
● Become Bayesian
● Launch enterprise attack
● Switch to subscription
See https://kellblog.com/2017/03/01/the-dogshit-bar-a-memorable-market-research-concept/
24. How To Stay Focused
● Remember your company is not a fund
○ Investors get diversification by investing in N of you
○ You should probably not be seeking diversification, especially not because of investors
● Don’t get bored with your own message
○ You’ve been saying it for years, but what percent of people have heard it?
○ Benioff has been selling cloud for two decades and we’re a long way from done
● Focus your energy on winning the market
○ Be the best in the world at what you do
○ Measure market share and penetration
24
25. Delaying expansion due to threshold anxiety
Failing to adapt structure and process as you expand
● Opening the USA usually changes your entire company, not just one part
Hiring the wrong people
● Europeans can’t read USA resumes (“these people are Gods”)
Underestimating the importance of sales & marketing
● Tattoo this to your brain best product doesn’t necessarily win
Looking and sounding too European
Mistake 4: Messing Up USA Expansion
25
See https://www.balderton.com/build/the-top-5-mistakes-european-technology-startups-make-in-us-expansion/
26. To go public in 2021, it took 11 years, $200M in burn, and $225M ARR
● That’s a long time to be focused on scaling go-to-market
That’s an eternity in the technology world -- in 2010:
● AWS was 4 years old (and a $500M business)
● New Relic was 2 years old
● MongoDB was 1 year old
● React wouldn’t be developed for 1 year
● Terraform and Kubernetes wouldn’t be released for 4 years
Mistake 5: Accumulating Debilitating Technical Debt
26
See https://www.meritechcapital.com/blog/2021-review-select-saas-ipos on select cohort class of 2021
27. I Have One Thing To Say About Technical Debt
27
28. Managing Technical Debt
● Second only to overall product direction, the
most important CEO-level product priority
● Hire and empower strong architect(s)
○ As feared as they are respected
○ Separate role from VP of Engineering
● Do trust releases once every 4-6 cycles
○ Architects assume PM duties in prioritizing backlog
○ Features added only if they also reduce debt
28
Marley’s Chains
30. Here’s how to avoid the five most common scale-up mistakes:
● Understand repeatability, accelerate GTM proportionally to amount you have
● Build a mixed team of loyalists and new hires, reconfigure it periodically
● Stay focused on winning in the market, never try to throw a bone to someone
● Start in the USA early and build a holistic attack plan
● Hire strong architect(s) and empower them to manage technical debt strategy
Summary and Conclusion
30
R1.5
Abstract
Scale-up seems easier than start-up in many ways. You've established product-market fit. You've sold $5 or $10M in ARR. You've found a buyer persona to sell and problem (aka, use-case) to solve. You've answered all the hard questions. Now, all you have to do is scale it up. Easy-peasy, right? Not so fast. In this presentation, I'll cover what I see as the top 5 mistakes made during the scale-up phase based on my experience as a CEO of two startups in the $0 to $100M range, CMO of two in the $50M to $1B range, advisor to dozens of startups, and EIR at Balderton capital where we work with scores of startups at both the early and growth stages. We'll discuss: premature scaling, US expansion, insufficient enablement and support, inexperienced management, and the delicate topic of reacceleration after a stall. As a bonus, we'll talk about when your "second album" (i.e., product) should come out and how to maintain focus in a world of market- and sometimes board-driven distractions. See you there!
We’re going to change the world. For the better, right? For the better, right?
The questions never get easy. They do change, however.
Considering doing bonus, due to current market conditions – responding to external environment and generic advice over empirical and situational data
Do the test by listening to Gong recordings
Putting or keeping as the case may be
Figure-it-out jobs for figure-it-out people
Respect the difference. At this point, I think most people understand the difference. But understanding it intellectually and respecting it are two different things. (Oh yes, we need THOSE people around, …)
Who builds those roads? Sales enablement, sales ops, sales methodology trainers, process consultants (e.g., Topo, Sirius), marketing ops, demandgen, deal desk
Tendency to want to keep a ledger and throw a bone every now and then
Literally had ideas suggested that competitors had executed and failed and/or when you throw a bone and it doesn’t work, execution and lack of commitment are blamed.
You should only ever do something because you and the team think it’s a good idea, worth doing
I did the email search app idea – and it didn’t work (though e-discovery app might of, but would have required a full pivot)
My successor did the enterprise attack idea and it didn’t work
It sneaks up on you. It multiplies in silence. Every day you might be making more of it. You’re so busy delivering features, customer requests, contractual commitments