CTO Hire Events Payments 
SaaStr
NOVEMBER 11, 2019
Though our second day of the event is focused on mythical creatures of all kinds, you’ll find that there are unicorns hiding in our agenda every day this year. Well, we did the heavy lifting and highlighted a few here for you… “When to Hire and When to Automate” with Zapier CEO Wade Foster. The Unicorns ??.
SaaStr
JANUARY 14, 2020
My co founders and I were software developers, so we knew how to write the code, to build the website, to build the learning platform, to build the video distribution model. The first few dozen courses that we published on the platform were authored by the Pluralsight co founders. .” So we built it quickly and we shipped it.
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SaaStr
NOVEMBER 21, 2019
We’re a team of former investors and operators from the likes of Facebook, Deliveroo, and the Swedish payments company Klarna. If I look at where we’ve invested in companies, we’ve done a Series A where there’s no revenue and we’ve done a Series A where there’s mid-single digit recurrent revenue.
ProfitWell
JANUARY 2, 2020
Subscriptions are built on ongoing relationships with customers, so companies selling subscriptions need to understand how to monetize this relationship on a recurring basis. One of the best examples of this type of sales is Netflix—its pricing strategy paved the way for many modern subscription platforms. Contract length.
Sales Hacker
JUNE 12, 2020
How to overcome no credible timing event. How to overcome no credible timing event (18:32). ? Business starts with “busi” (23:00). ? Have they ever created a new program, created a new event themselves, and how do they talk about what they care about? I demand payment upfront.
Intercom, Inc.
DECEMBER 21, 2021
We’re not exactly sure how, but yes, it’s that time of the year again. More than integrations and features and quarterly reports, back in August, Intercom turned 10. Zanade Mann , founder of Black Women’s Business Collective. Will Larson , CTO of Calm. Des Traynor , Co-founder and CTO of Intercom.
Outseta
OCTOBER 15, 2018
The company had for a few years prior followed a growth-first path, hiring aggressively and prioritizing projects designed to make an immediate impact on their growth rate. We felt confident that the profitability constraints the debt imposed would be healthy for the business. in debt to buy out their investors. They were doing $4.6M
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