The Remarkable SaaS Podcast

A story about choosing who not to serve—and building competitive advantage no crisis can touch. This episode is for sales-led SaaS founders who've never tested whether their revenue would survive a major market shock — and aren't sure they want to know the answer.Most software companies are built to serve as many customers as possible. Louis Hoch, CEO of Usio, chose differently.Louis has been building in payments since 1998. He raised $50 million while competitors raised $200 million—and won. He built a company that processes enough direct bank payment volume to rank as the 50th largest bank in the United States. When COVID hit and rivals saw revenue drop by as much as 80%, Usio grew. That outcome wasn't luck. It was a customer decision made years earlier that most CEOs would never make.What Louis did—deliberately, by design—was say no to entire industries. Not because he couldn't serve them. Because serving them would have cost him everything else.And this inspired me to invite Louis to my podcast. We explore how deliberate customer rejection builds a resilience that no market crisis can touch. Louis shares insights about turning regulatory hurdles into early competitive positioning, building payment channel diversity while staying ruthlessly focused on vertical, and why the companies that fail are often the ones who stayed truest to their original idea. You'll discover what happens to your revenue when a crisis hits — and you made the right customer choices years earlier.We also zoom in on two of the 10 traits that define remarkable software companies: Acknowledge you cannot please everyone Aim to be different, not just betterLouis's story proves that remarkable companies don't just pick their market—they pick what they will never serve, and build their advantage from that constraint.Here's one of Louis's quotes that captures his philosophy on what it takes to survive as a founder:"What you think you're going to be when you start a software company and what you end up being are often different. The companies that are successful understand that. The companies that fail try to maintain their focus on what their original product or service is."By listening to this episode, you'll learn:Why going public before your first customer can be your strongest sales moveWhy giving customers the conditions to choose beats telling them what they needWhy your original business plan may be the biggest threat to your survivalWhy operating leverage has to be designed in from the start — not stumbled into laterGuest: Louis Hoch, CEO and Chairman of UsioWebsite: usio.com

A story about choosing the hard problem—and winning because of it. This episode is for sales-led SaaS founders who feel their product lead shrinking—and wondering what actually creates a position competitors can't close.Most founders chase obvious markets. Scott Reynolds chose a complicated one nobody else wanted.Scott, co-founder and CEO of UpCodes, is a trained architect who has lived the pain of navigating construction regulations. Weeks buried in phone-book-sized regulations that no software had organized—until he built it.While others built broad tools for obvious problems, Scott went narrow and deep. His conviction: if it's not dramatically better, it isn't worth building.And this inspired me to invite Scott to my podcast. We explore why going deep into one vertical beats building broad for everyone. Scott shares what forces professionals to call a tool irreplaceable, why vertical depth compounds, and what a decade of quiet data does when AI arrives. You'll discover why his bet keeps getting stronger.We also zoom in on two of the 10 traits that define remarkable software companies: – Aim to be different, not just better – Offer something valuable and desirableScott's story proves that remarkable companies find the problems others walk past—and build advantages that compound.Here's one of Scott's quotes that captures his thinking on competition in the AI era:"We view that marriage of our data and their data to give them a unique instance of AI that can just answer questions better than their competitor could. And I think that's a very critical component of competition in an AI era."By listening to this episode, you'll learn:Why a 10% improvement rarely moves anyone—and what threshold actually drives adoptionWhat choosing a vertical others ignore reveals about long-term defensibilityWhen combining your data with customer data creates an advantage nobody else can accessWhy the hardest problems to solve are often the strongest positions to ownFor more information about the guest from this week: Guest: Scott Reynolds, Co-founder and CEO UpCodesWebsite: up.codes

A story about measuring success differently—and what that single decision builds. This episode is for SaaS founders who sense their growth metrics are missing something — and can't put their finger on what.Many SaaS companies track monthly active users. Dean Mathews asks a different question when he looks at that number.Dean Mathews, Founder and CEO of OnTheClock, launched his time-tracking company in 2004 after reading complaints in a small business forum. For the next decade, he ran it as a side project — patient, focused, and measuring success by one question: are we actually helping people?That question changed what he built, how he hired, and why customers keep coming back.And this inspired me to invite Dean to my podcast. We explore how measuring success by people rather than revenue changes what a software company becomes. Dean shares why monthly active users became his north star, why 20 years of patience in one segment compounds in ways rapid growth never does, and what really drives customers to recommend you without being asked.You'll discover how a 4.9 out of 5 customer support rating and 7–8% word-of-mouth referrals trace back to one belief about what business is actually for.We zoom in on two of the 10 traits that define remarkable software companies: – Turn customers into fans – Master the art of curiosityDean's story proves remarkable companies don't obsess over revenue metrics—they obsess over the people those metrics are supposed to represent.Here's one of Dean's quotes that captures his philosophy on what makes a team culture actually work:"The biggest one for me is connecting their work to the actual value that's delivered to a customer, and showing them that their work actually matters. That's like gold."By listening to this episode, you'll learn:Why measuring success by people helped—not revenue—changes how your whole team behavesWhat turns occasional users into customers who recommend you to friends and colleaguesWhy staying in one segment for 20 years compounds in ways most founders never seeWhy connecting every team member to customer outcomes creates effort no salary can buyFor more information about the guest from this week:Guest: Dean Mathews, Founder & CEO of OnTheClockWebsite: ontheclock.com

A story about admitting your own strategy pulled you away from what matters. This episode is for sales-led SaaS founders wondering whether their expansion strategy is building strength—or spreading them thin.Most SaaS founders treat $10M as proof the playbook works. Hewitt Tomlin, CEO of TeamBuildr, treated it as a reason to question everything.He and his college teammate James Peters built TeamBuildr from a frustration with paper workout programs into a $10M strength and conditioning platform—with fewer than 50 employees and zero outside capital.But at $10M, Hewitt made a choice most founders wouldn't. He stopped building new products—and started rebuilding the one that got him there.And this inspired me to invite Hewitt to my podcast. We explore why a bootstrapped founder at $10M chose restraint over expansion—and what that decision reveals about building real competitive advantage. Hewitt shares hard-won lessons about a pricing mistake he calls his biggest error, an acquisition that taught him the cost of scarcity thinking, and why he now hires from the profession he serves. You'll discover what happens when a founder stops chasing more and starts going deeper.We also zoom in on two of the 10 traits that define remarkable software companies: – Focus on the essence – Master the art of curiosityHewitt's story proves that remarkable companies don't keep adding—they challenge everything that doesn't move the needle, even when it's their own strategy.Here's one of Hewitt's quotes that captures his long-term conviction:"Our existing application is responsible for 10 million in revenue. It's not bad. There's a good argument there for not changing anything, and continuing to tack on 2 million in revenue a year. But no, we're convinced it's the right thing to do, because we feel like, if it's gotten us so far for 10 years, then the new version will carry us for 10 years into the future."By listening to this episode, you'll learn:Why early revenue matters less than the insight your first customers carryWhat happens when a $10M founder chooses depth over new product linesWhy analysis without intuition leads to your most expensive mistakesHow hiring from your customer's profession builds a moat competitors can't copyFor more information about the guest from this week:Guest: Hewitt Tomlin, CEO & Co-FounderWebsite: teambuildr.com

A story about destroying your own work—and creating what lasts. This episode is for sales-led SaaS founders who suspect their product is slowly becoming a custom shop—and don't know how to stop it.Bassem Hamdy, CEO and Co-Founder of Briq, has spent 25 years in construction technology—three software revolutions, three companies.He says Briq found product market fit every 24 months. Each time meant tearing something down to build the next version.Each time, the same thing triggered the rebuild — the company had started solving for individual customers instead of the market.And this inspired me to invite Bassem to my podcast. We explore why the instinct to please your biggest customers creates exactly the kind of fragility that kills companies. Bassem shares hard lessons about killing a product he spent two years building, the moment his QA team exposed how far the company had drifted, and why domain expertise—not platform size—determines who wins in vertical AI.We also zoom in on two of the 10 traits that define remarkable software companies: – Acknowledge you cannot please everyone – Master the art of curiosityBassem's journey proves that remarkable companies refound themselves before the market forces them to.Here's one of Bassem's quotes that captures what happens when a company starts drifting:"Software is like jello. You slap that thing, it's going to shake the hell out of it. So the moment you inject that code, that's client specific, you're pooched."By listening to this episode, you'll learn:Why saying yes to customers can turn your product into something nobody else wantsWhen to check whether your team is building a product or managing client ticketsWhy deep domain expertise matters more than platform size in the age of AIHow one metric—revenue per employee—changes every decision a CEO makesFor more information about the guest from this week:Guest: Bassem Hamdy, CEO and Co-Founder of BriqWebsite: briq.com

A story about what happens when you build a Forever Business—instead of chasing the next exit. This episode is for sales-led SaaS founders who feel the business is getting slower the bigger it gets—and starting to accept that as normal.Most software companies slow down as they scale. Access got faster.Jon Jorgensen, Co-CEO of The Access Group, joined as a telesales trainee straight from school. In 2011, the company was doing £24 million. Fifteen years later, it's a £1.2 billion business with 160,000 customers.His belief: if you build what he calls a "Forever Business," growth compounds instead of stalling—even after six private equity transactions.And this inspired me to invite Jon to my podcast. We explore why companies that never stop learning outgrow everyone else. Jon shares lessons about what shifted when Access moved from profit-driven to value-creation thinking, why he pushed equity to over 50% of employees, and what a "Forever Business" actually demands. You'll discover how a company survives six private equity transactions and 9,000 employees—without becoming the corporate machine everyone expects.We also zoom in on two of the 10 traits that define remarkable software companies: – Master the art of curiosity – Master creating momentumJon's journey proves that remarkable companies treat curiosity as a daily practice, not a poster on the wall—and that's what creates momentum competitors cannot replicate.Here's one of Jon's quotes that captures his leadership philosophy:"I can't change you. You've got to want to change. I can't make you do something. You've got to want to do it."By listening to this episode, you'll learn:Why shifting from profit-driven to value-creation thinking changes everything about growthWhat happens when you push equity deep into the organization instead of hoarding itWhy the psychology of belonging matters more than strategy at scaleHow building a "Forever Business" protects against short-term pressure from investorsFor more information about the guest from this week:Guest: Jon Jorgensen, Co-CEO, The Access GroupWebsite: theaccessgroup.com

A story about betting on what's coming—not what's working. This episode is for SaaS founders questioning whether their current traction is real momentum—or just comfortable motion.Traction can be the most dangerous thing in a startup.Andrei Pitis, CEO of Genezio, built a serverless developer platform with real users and real momentum. Then he killed it. Andrei Pitis built Vector Watch, a smartwatch with 30-day battery life, and sold it to Fitbit. With Genezio, he did something harder—killed a working product because he spotted a shift most founders missed.And this inspired me to invite Andrei to my podcast. We explore why reading the future matters more than optimizing the present—and how that belief shaped a company pivot that produced 5-10x growth in months. Andrei shares candid insights about saying no to big customer money, choosing conversations over search terms, and why the best products are sculptures, not feature lists.We also zoom in on two of the 10 traits that define remarkable software companies: – Acknowledge you cannot please everyone – Master the art of curiosityAndrei's journey proves that remarkable companies don't optimize what exists—they spot what's coming and build for it before the market catches up.Here's one of Andrei's quotes that captures his philosophy on building products:"A good product is not about the features that you put in. It's more about the things that you take out. Like a block of stone—you make a sculpture. You take out a lot of the stone, and you are left with something that appeals to certain kinds of people."By listening to this episode, you'll learn:Why walking away from traction can be the boldest growth decision a founder makesWhat separates reading trends from following them in fast-moving marketsWhy saying no to big customer money protects long-term product valueHow building for global from day one shapes competitive advantageFor more information about the guest from this week:Guest: Andrei Pitis, CEO & Founder at GenezioWebsite: genezio.com

A story about choosing margins over momentum—and letting investors call you wrong. This episode is for SaaS CEOs stuck around 20% EBITDA and wondering what it actually takes to double it without cutting their way there.Most SaaS companies treat 20% EBITDA as a healthy number. Georgi Petrov targets 50.Georgi, CEO of Uxify, has founded four companies in 15 years with two exits—including one to WP Engine. He doesn't get there by cutting. He gets there by building differently from day one: small teams with high ownership, self-service at premium prices, and a refusal to add cost before it earns its place.And this inspired me to invite Georgi to my podcast. We explore why targeting 50% EBITDA changes every hiring decision, every pricing decision, and every partnership decision a founder makes. Georgi shares hard-won lessons on why small teams outperform large ones, why focus beats optionality, and why selling business outcomes—not product features—makes premium self-service pricing work.We also zoom in on two of the 10 traits that define remarkable software companies: – Acknowledge you cannot please everyone – Focus on the essenceGeorgi's journey proves that starting from profit forces every decision to earn its place.Here's one of Georgi's quotes that captures how he actually gets to 50% EBITDA:"Most of the high-leverage decisions that we made turn out to be not so good decisions. We find the good somewhere in the middle. Not having a support team sounds like a high-leverage decision, but that's ultimately bad, because customers need 24/7 support. So, ultimately, expand the support team, but do it in a smarter way, and that's how we end up. If we're super able to leverage a lot, very likely we can achieve much more than 50%, but I think you end up somewhere about 50% ultimately."By listening to this episode, you'll learn:Why profitability shapes better decisions than fundraising ever willWhat self-service at premium prices requires to actually workWhy the biggest partners rarely deliver the biggest resultsWhen adding people stops creating productivity and starts destroying itFor more information about the guest from this week:Guest: Georgi Petrov, CEO of UxifyWebsite: uxify.com

A story about users competitors can't steal. This episode is for SaaS founders wondering why their users like the product but don't love it.Second movers usually copy the leader's playbook.Pete Hunt, CEO of Dagster Labs, took a different path. He joined as Head of Engineering in 2022, became CEO ten months later, and inherited a company that was #3 or #4 in a crowded category. Today they're #2 overall—and #1 for greenfield deployments.The difference? Pete built a product with values so clear that choosing it feels like choosing sides.And this inspired me to invite Pete to my podcast. We explore what happens when users choose you for reasons competitors can't copy. Pete shares why being #2 means you have to be 10x more aggressive, why relabeling a version number created an inflection point without changing code, and what broke when his sales forecasts started slipping.You'll discover why the real challenge wasn't preserving his culture—it was changing it.We also zoom in on two of the 10 traits that define remarkable software companies: – Acknowledge you cannot please everyone – Master the art of curiosityPete's journey proves that remarkable companies don't just build tools—they build tribes.Here's one of Pete's quotes that captures his contrarian belief about technical buyers:"These technical folks connect with the values of the product in an emotional way. It's a very powerful thing. People would choose JavaScript frameworks based on their values—something that becomes their identity. People say brand marketing doesn't work on developers. I just think it's completely wrong.By listening to this episode, you'll learn:Why healthy pipeline numbers lieWhy crossing the chasm meant changing culture, not preserving itWhat a version number change did that new features couldn'tWhy sales teams hold onto deals they should killFor more information about the guest from this week:Guest: Pete Hunt, CEO of Dagster LabsWebsite: dagster.io

A story about building market leadership by saying no to obvious growth—on purpose. This episode is for SaaS founders chasing international expansion—and questioning if dominating locally first makes more sense.Most SaaS companies chase international markets early. Get traction locally, then expand globally fast.Jim Whatmore, CEO of Joblogic, walked away from that playbook. He spent three years attending HVAC shows in the US, picked up customers, then stopped. He saved his marketing budget for UK and Ireland only. He turned down international revenue to dominate his home market first.From 11 people and £500K revenue in 2013 to 500 people today. Ten-year grind to £9M, then quadrupled in two years through four strategic acquisitions. Vista Equity Partners betting £100M+ on the execution.And this inspired me to invite Jim to my podcast. We explore how geographic restraint and strategic patience create market dominance. Jim shares his thinking about why he walked away from US customers, how staying trade-agnostic opened entire markets, and why he spent four years completely rebuilding his cloud platform while competitors kept betting on their old stack. And you'll discover why he bought competitors instead of trying to outbuild them.We also zoom in on three of the 10 traits that define remarkable software companies:Acknowledge you cannot please everyone – UK and Ireland only, walking away from US revenueFocus on the essence – Field engineer workflows are similar regardless of tradeMaster creating momentum – Quadrupled revenue in two years after a decade of patient buildingJim's story is proof that dominating your home market beats chasing global reach too early.Here's one of Jim's quotes that captures why geographic focus matters:"Our tagline for job logic is growing job logic, for us, it's personal, and it's personal because of the tenure of a lot of my team have been with us for a long time, and a lot of our customers have been with us for a long time. And there's a lot of value in that, that we're present and that we're on the ground, and that we know our customers, and that's more difficult to achieve in a different geo without a bulletproof strategy."By listening to this episode, you'll learn:Why walking away from international revenue accelerates home market dominanceWhen staying trade-agnostic beats vertical specialization in field serviceWhy acquiring competitors with legacy tech accelerates customer base growthWhat patience actually looks like when rebuilding platforms under competitive pressureGuest InfoFor more information about the guest from this week:Guest: Jim Whatmore, CEO at Joblogic Website: joblogic.com