The Official SaaStr Podcast: SaaS | Founders | Investors

Mark Organ, Founder & CEO at Influitive. Influitive helps B2B companies mobilize their army of advocates for more rapid and profitable revenue growth. They have raised close to $50m in VC funding from some of the best in the business including the likes of Lightspeed, First Round Capital, prior guest Cindy Padnos @ Illuminate and Nick Mehta @ Gainsight, just to name a few. Prior to Influitive, Mark was the founding CEO of Eloqua, growing the business to over 150 people, hundreds of clients and a major presence around the world in 7 years. Eloqua was eventually bought by Oracle in 2012 for a reported $810m. In Today's Episode You Will Learn: How Mark made his way into the world of SaaS, came to found Eloqua and then what the catalyst was for the founding of Influitive? How did Mark make the decision to make profitability a goal? How did Mark communicate his desire to focus on profitability and unit economics over aggressive growth to his investors? What type of SaaS startups should consider this route more? To what extent is "landing whales" crucial to getting to cash flow positive? What are some of Mark's big learnings in how to attain those "whales", having done it so successfully before with Eloqua? Where do most founders go wrong and how should they approach pricing whales? Why does Mark believe paying sales reps on signing misaligns incentives? Why does he believe it is optimal to pay half on signing and half on cash being received? How do you communicate that to your sales team? To what extent should SaaS startups consider debt financing as a respectable and appropriate form of company financing? What type and stage of SaaS company does debt make perfect sense for? When is it wrong in the lifecycle to take debt? 60 Second SaaStr What hire does Mark wish he had made earlier? What does Mark know now that he wishes he had known at the beginning? Pros and cons of running a SaaS startup not in Silicon Valley? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Mark Organ

Mike Dauber is a General Partner @ Amplify Partners, the fund that backs technical founders, building technical products for technical buyers. Their portfolio consists of the likes of DataDog, Fastly, Engagio and many more incredible companies. As for Mike, prior to joining Amplify he spent more than six years at Battery Ventures, where he lead early-stage enterprise investments on the West Coast. While at Battery, he was on the Boards of Cask, Duetto, Interana, and Platfora (acquired WDAY). Mike also lead Battery's investment in Vera, which is also in Amplify's portfolio. He also previously invested in Splunk (SPLK) and RelateIQ (acquired CRM). As a result of this success, Mike was named to Forbes' Midas Brink List in 2014. In Today's Episode You Will Learn: How Mike made his way into the world of early stage enterprise investing with Battery and came to be a GP with Amplify? What does Mike mean when he says he looks for "practitioner founders"? What are the benefits of these types of founders? Why do they find product market fit faster? Does this tunnel vision not sometimes mean a lack of naivete, which can be good? Why does Mike believe that hiring sales people is like being thirsty? How can founders discover the optimal cadence for expanding the sales team? Why must founders differentiate between customers and money? Why does Mike believe that everyone needs to find their Hobbesian advisor? What characteristics should this person have? How can you find this advisor? What should their incentives be? Why does Mike believe that founders need to set the hook for VCs in the first meeting? How does this compare to how founders traditionally pitch? What should they look for in those early VC meetings? 60 Second SaaStr Why does Mike disagree with deal attribution in VC? Cyber investing: Should you invest if not a domain expert? Is enterprise investing spreadsheet investing? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Mike Dauber

Vineet Jain is the Founder & CEO @ Egnyte, the startup that delivers smart content collaboration in the cloud or on-premises. They have raised over $60m in VC funding from the likes of Kleiner Perkins, Google Ventures and one of our favourites here, Mike Maples @ Floodgate. Prior to Egnyte, Vineet founded and successfully built Valdero, a supply chain software solution provider, funded by KPCB, MDV and Trinity Ventures. Before that, Vineet held a variety of senior operational positions at KPMG and Bechtel. In Today's Episode You Will Learn: How Vineet made his way into the world of SaaS and came to found his second startup in Egnyte? Vineet states that it is not all about top line growth, how does he look to satiate VC appetitie for growth with this mentality? Why does he think that we should discuss EBITDA margins more often within business models in Silicon Valley? Considering this conservative approach, how does Vineet determine when is the right time to put the "pedal to the metal" and raise a large round of funding and really look to gain the market? What metrics suggest product market fit to this extent? Why does Vineet argue that land and expand is all wrong? What alternative does Vineet offer for those looking to sell to enterprise? How does Vineet evaluate "The Rule of 40% For A Healthy SaaS Company"? What are the inherent flaws in this model? How can this model be gamed by posting enormous growth figures? What figures should startups input into this ratio? 60 Second SaaStr What does Vineet know now that he wishes he had known earlier? How long is long enough to give someone who is not performing? What hire does Vineet wish he had made earlier? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Vineet Jain

Max Yoder is the Founder & CEO @ Lessonly, the modern learning software used by teams to translate important work knowledge into Lessons that accelerate productivity. They have raised funding from the likes of former ExactTarget CMO Tim Kopp, OpenView Ventures and New York Times Bestseller Jay Baer just to name a few of the impressive figures involved. Fun tact; they are based in Indianapolis and so Max brings a fantastic perspective on scaling and operating a growing SaaS business outside Silicon Valley. In Today's Episode You Will Learn: How Max made his way into the world of startups and came to found Lessonly, one of the hottest SaaS startups outside of Silicon Valley? Max has previously stated that 'SaaS scaling happens in 3 stages'. What are those stages? What is the most challenging stage? How does the CEO need to transition with each stage? How does Max view the scaling of the team? Why does Max think it is bad to give large and often inflated titles in the early days? How can CEOs most effectively look to place people in the right place to ensure the most productive of scaling? What does Max most look for in potential Lessonly employees? Why is it so fundamental that candidates have experienced some form of professional hardship before? How does Max view the role of the board in the scaling of a SaaS organisation? What are the components that make the best boards? What are the components that make the best board members? 60 Second SaaStr What one hire does Max wish he had made sooner? What SaaS reading material can Max not live without? Pros and Cons of running a SaaS startup outside the valley? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Max Yoder

Stacey Epstein is the CEO @ Zinc, the secure communications platform for workers in front of customers, not computers. They have backing from some of the best in SaaS investing including the likes of Jason Green @ Emergence, CRV with George Zachary and GE Ventures. Prior to Zinc, Stacey was CMO at Banjo. Before Banjo, Stacey was CMO at ServiceMax where she helped fuel 5 consecutive years of triple-digit growth. Finally, before ServiceMax, Stacey was the Vice President of Global Marketing Communications at SuccessFactors. During her tenure with SuccessFactors, Stacey pioneered the marketing function in 2005, and was instrumental in the company's successful IPO in 2007, which led to a $3.4B acquisition by SAP in 2010. In Today's Episode You Will Learn: How Stacey made her way from Executive Assistant working for another Executive Assistant before moving to CMO and today as CEO? What were the fundamental lessons Stacey took from her career as CMO to now being CEO/ What were some of the hardest elements of the transition? What role should the CEO play in the marketing strategy and execution? What do CEO's most often get wrong about CMO's?What is the optimal and most efficient working relationship between CEO and CMO? How does Stacey create alignment and strong and successful communication between the traditionally conflicting sales and marketing? How does transparency help drive better business results? How can one look to instill these values and communication standards on inherited organisations they they did not found? Are there any drawbacks to transparency and communication? 60 Second SaaStr What hires does Stacey wish she had made earlier? What can females do to master the art of negotiating? Recruiting in the valley today, how tough and top tips? When is the right time to hire your CMO? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Stacey Epstein

Auren Hoffman, Founder and CEO of SafeGraph, shares his wealth of experience from founding multiple startups and making successful exits. He provides keen insights into why raising prices isn't always beneficial and explores the contrasting profiles of relationship-oriented and product-oriented salespeople. Auren argues that fewer employees can lead to quicker growth, revealing the specific situations where this applies. He emphasizes that the CEO must remain deeply involved in HR strategy to effectively manage talent as the company scales.

Promise Phelon is the CEO @ TapInfluence, bringing the first ever influencer marketing platform to the Fortune 1000. Under Promise's leadership the company has enjoyed a 300% increase in revenue in 2015 alone, they made the successful transition from a services to a SaaS model and were successful in raising a fantastic $14m Series B. Prior to TapInfluence, Promise was the Founder and CEO at 2 startups, one of which, The Phelon Group, grew to 8 figure revenues and was successfully acquired in 2009. Before that, Promise got her start at BEA systems. In Today's Episode You Will Learn: How Promise made her way into the world of SaaS and came to be at BEA systems, one of the most exciting companies in the valley at the time? How does Promise view the importance of building long lasting relationships with colleagues? How does Promise suggest is the right way to leave a job and sustain the best communication and relationship with former employers and colleagues? What does Promise mean when she states the importance of upward empathy? What are the benefits of installing this in your organisation? What is the right way to breed a culture of upward empathy? How does Promise differentiate between 'advocate' and 'mentor'? What is the right way to attain each of these? At what point in one's career is the right time to have each of these? What does Promise believe is the formula for making the successful transition from a services based business to a SaaS business? How can one make the change without significant customer churn and revenue loss? 60 Second SaaStr What does Promise know now that she wishes she had known at the beginning? How does motivating people differ when outside of the valley? Should customer success be able to upsell? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Promise Phelon

Ashu Garg is a General Partner @ Foundation Capital whose portfolio includes the likes of Uber, Lending Club, Adroll and Netflix, just to name a few. As for Ashu, at Foundation he has led investments and naming just a few of them here, in the likes of Conviva, Localytics and TubeMogul, later going public in 2014. Prior to Foundation, Ashu was the General Manager for Microsoft's online advertising business. In Today's Episode You Will Learn: How Ashu made his way from completing to the Rubik's cube as a kid in 25 seconds to being a leading SaaS VC? How does Ashu really define scaling a SaaS company? What does product market fit really look like with regards to ARR growth? What are the 3 fundamentals that SaaS founders have to nail if they are to scale to $30m+ ARR? Why does Ashu believe it is so important to have a single insertion point? What does this mean for SaaS founders? What does Ashu advise first time founders making their first foray into the world of SaaS? How should they think about obtaining and building an ecosystem of mentors? How should they manage weaknesses within their own skill sets? Does Ashu believe with Aaron Levie @ Box, "anyone can learn to be a great CEO"? Where do technical founders most often struggle? What can be done to help them go from 0-1 on customer acquisition? Where do business led founders most often struggle? How must they think of the engineering element as a core part of the founding team? 60 Second SaaStr What does Ashu know now that he wishes he had known at the beginning? Chats: Fad in the enterprise or here to stay? Biggest inflection points and breaking points in SaaS company growth? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Ashu Garg

Kurt Bilafer is the CRO @ WePay, the most complete payments solution for platforms. To date, they have raised close to $75m in VC funding from some of the best in the business including Max Levchin and August Capital just to name a few. As for Kurt himself, prior to WePay he has had experience both in startups and large corporations with his founding of Pilot Software, sold to SAP in 2007, where he spent a further 7 years holding titles such as a Global Vice President of Sales and Director of Strategic Accounts. In Today's Episode You Will Learn: How did Kurt make his way into the world of SaaS? What were Kurt's big takeaways from seeing the internal machinations of SAP? What is the one metric that guides Kurt's thinking? How can you calculate your "magic number" for your business? Why must SaaS founders switch from activity based metrics to KPI's? How does Kurt assess scalability and repeatability of revenues? What is a reasonable ratio for sales and marketing expense to revenue? Why should SaaS founders focus on the LPI of "time to money". How can they look to optimize this? How has Kurt seen the enterprise sales cycles change since his time with SAP? How does Kurt assess conflict within the sales and marketing teams and customer success and product teams? How can managers look to implement an element of prioritization into what sales teams submit to product teams? 60 Second SaaStr What does Kurt know now that he wishes he had known at the beginning? What is the worst piece of SaaS advice that Kurt commonly hears being given out? What should one look for in their VP of Sales? What mistake does Kurt see most in the world of SaaS? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Kurt Bilafer

Jens Nylander, Founder and CEO of Automile, shares his journey from serial entrepreneurship to revolutionizing fleet management. He discusses crafting a scalable sales model, the essential role of tech-savvy sales teams, and how to minimize churn in the SMB market. Jens emphasizes the importance of transparency in building trust, even during fundraising, and reveals strategies to optimize customer satisfaction and engagement. With a remarkable 1% annual churn rate, he showcases how communication and addressing client concerns fuel business growth.