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When to Hire Executives But there are three other factors that I tell companies to consider when hiring finance leaders (or any other department leaders): Leaders cost Capabilities of current leadership Complexities and needs of the business These factors will help you determine when you need a true CFO. Source: Pave 2. Can they fill gaps?
The Current State of Leadership Tenures in SaaS Brian sets the stage frankly on how hiring has gone at HubSpot: “We’ve hired a lot of executives, but many haven’t worked out.” Our head of product, head of engineering, like pretty much everybody in leadership. They grew up in their career with us.
Technical Decision Makers : These are your “10x engineers” – the architects and principal engineers who may not have leadership titles but carry massive influence with leadership. CTO/Engineering Leadership : The final approvers who need to see clear business value and ROI.
The ideal leadership hire is someone who has seen both startups and scale. The CEO’s job is to force the leadership team to accept that their core responsibility is to phase-shift and re-architect systems regularly. Think of it as an orchestra where each section has its part, but together they create something cohesive.
It will help you understand: Where you stand in the five stages of payment integration, why you want to get to the next level, and how to do it How to create new revenue streams with premium payment services such as detailed transaction analytics, tokenization, and advanced fraud prevention tools How to ensure your payments strategy not only supports (..)
” What Will AI Change in Go-to-Market “It will lead to a next level of transparency for leadership,” Jason answers. So we should learn from it in sales for leadership, for transparency, for product, because here’s your crystal ball. It will be a big change and a lot of friction.
Databricks’ VP of Sales on “Proven Leadership Frameworks For a High Performing Sales Team” The post 5 Great SaaStr Sessions with Databricks’ CEO, CMO, GM, VPP and VPS! The 7 Biggest Mistakes CMOs Make with Databricks’ CMO Rick Shultz #4. The Top 5 Lessons Learned Scaling Databricks’ to $1.5B
A 23-Year SaaS Marathon Tooey has been the founder and the helm of Procore for over two decades, a rare feat in an industry where leadership transitions are common. From surviving economic downturns to scaling into a multi-product enterprise serving millions, Procores story is a masterclass in vertical SaaS excellence. Whats kept him going?
The learning: When you solve a genuinely hard problem, you get three moats for free: Technical advantage through innovation Legal protection through patents Thought leadership in the space 2. Solve Hard Technical Problems Create multiple moats Patent protection Technical innovation Market leadership 2.
Speaker: Peter Cowen, Managing Director, Sutton Capital Partners & Tim Draper, Founder, Draper Associates
What are some examples of companies and leadership that has impressed you? What sectors (e.g. ecommerce) are gaining traction in this new world? Can you provide business metrics you are prioritizing now more than you were a few months ago? What is something surprising/inspiring that you learned during COVID-19?
Under his leadership, the company has developed innovative AI-powered solutions for restaurant websites, online ordering, CRM, and marketing automation. Under her leadership, Alloy Automation has pioneered the use of AI to streamline API integration and documentation processes.
Leaders are exploring: AI-augmented CS motions Digital-first success programs at scale Predictive success modeling New monetization models for CS services The bottom line?
Our best hires consistently came from our leadership team’s networks. We’ve corrected this now, but we lost some early momentum.” ” Too many hiring sources initially “We spread ourselves thin across too many recruiting channels at first. We should have doubled down on this approach from day one.”
Meeting intensity KPI challenge : Sometimes AI efficiencies can reduce a company’s core metrics (like Calendly’s “meeting intensity”), requiring leadership to make conscientious decisions about value tradeoffs. That’s what Calendly’s leadership team discovered as they embarked on their AI journey.
Speaker: Richard Cardran, Chief Creative Officer and VP Strategy, HIA Technologies
Innovation and Leadership go hand in hand. We'll examine the importance of UX and user-centric feature analysis, the adaptation of Agile Methodologies to the creative process, as well as a way to drive successful culture change for setting expectations and winning approvals with cross-functional stakeholders.
Here’s a deeper dive into SaaStr Annual and why it’s considered the top SaaS event: Core Elements: Takes place in the San Francisco Bay Area (usually Silicon Valley) Features over 300 speakers across multiple tracks Focuses exclusively on SaaS metrics, growth strategies, and operational excellence Typically runs for 3 days with pre and (..)
Prior to Datadog, Alex held leadership positions at several high-growth SaaS companies and has a proven track record of building marketing engines that deliver consistent, measurable growth. Alex Rosenblatt was the first marketing hire and Chief Marketing Officer at Datadog, all the way through IPO and beyond.
Early in my career, the idea of “thought leadership” wasn’t on my radar. My passion for narrative naturally evolved into a commitment to thought leadership, where I leverage the art of storytelling for myself and my clients to share insights, provoke discussions, and influence change.
What are some examples of companies and leadership that has impressed you? What sectors (e.g. ecommerce) are gaining traction in this new world? Can you provide business metrics you are prioritizing now more than you were a few months ago? What is something surprising/inspiring that you learned during COVID-19?
Under his product leadership, Procore has grown exponentially, went public in 2021, and recently crossed the coveted $1B ARR milestone. When he joined Procore five years ago as CPO, it was a perfect fusion of his construction background and technology expertise.
A new VP of Sales can add value immediately by focusing on a few critical areas that drive results and demonstrate leadership from day one: Assess and Support Top Performers : A great VP of Sales will immediately identify the top-performing reps and double down on them. Dear SaaStr: I’m Starting as a New VP of Sales.
Speaker: Peter Cowen, Managing Director, Sutton Capital Partners & Ben Narasin, Venture Partner, NEA
What are some examples of companies and leadership that has impressed you? What sectors (e.g. ecommerce) are gaining traction in this new world? Can you provide business metrics you are prioritizing now more than you were a few months ago? What is something surprising/inspiring that you learned during COVID-19?
In reality, boards and executives are often reluctant to let go of leadership, recognizing the disruption and challenges that come with replacing key roles. But Jason reveals that these conversations often centre around confidence in your leadership rather than looking for reasons to replace you.
The explanation from software leadership is often unsatisfying or unclear. Getting Buy-in from Leadership Business leaders are often concerned about how their tech teams will react to an external technical review. Let’s assume that you’ve already expressed your frustrations with technical leadership.
What’s Next The next 12-18 months will be critical for SaaS companies looking to establish leadership in vertical AI. IBM’s Instruct Lab approach, delivering 98.5% cost savings and 35% time savings, shows that smaller, more focused models can often outperform larger, general-purpose ones in specific vertical applications.
Step 3: Realign with Leadership When coming into a new organization, you’re new. Needs a different approach to leadership. Then, align with your peer group, the executive leadership team. An essential part of getting people on board with your leadership is having empathy for the changes they’ve gone through. Support that.
What are some examples of companies and leadership that has impressed you? What sectors (e.g. ecommerce) are gaining traction in this new world? Can you provide business metrics you are prioritizing now more than you were a few months ago? What is something surprising/inspiring that you learned during COVID-19?
As Chief Evangelist, Udi oversees Gong’s market leadership through new product launches and thought leadership. Udi Ledergor is a five-time Marketing leader at B2B start-ups and currently the Chief Evangelist at Gong.
The Difference Between Kind and Nice Hannah asks how you balance a culture of hiring for kindness with the leadership team’s intensity for hard work, ambition, and getting things done. As you grow, you hire specialists, GTM leadership, sales leadership, and others who have done this at a similar scale or in a similar market.
There’s also a management and leadership layer to enable and coach individual contributors. That’s why getting the right leadership in place is so important. But you have to have the right leadership and org structures in place in those locales, or you’re not going to see the benefit in cost savings. Net dollar retention.
Bringing your leadership team to SaaStr Annual allows for compressed learning experiences that would otherwise take months to acquire. This holistic perspective helps you position your company more effectively and make informed strategic decisions about product direction, go-to-market approaches, and resource allocation.
Speaker: John Mansour - President, Product Management University
You’ve come up with a winning product strategy, everyone’s on board and energized, and you’re halfway down the path to execution only to have it submarined by something someone convinced your leadership was more strategic!
Deeper Bio: Early Life and Education Graduated with a Computer Science degree from The Academic College of Tel Aviv-Yaffo Demonstrated early interest in technology and software development Served in the Israeli Defense Forces’ Intelligence Corps, where he developed technical and leadership skills Early Career Began career as a software developer (..)
Who is Peter Gassner CEO and Founder of SaaS Leader Veeva Systems Peter Gassner has established himself as a significant figure in enterprise software, particularly through his leadership at Veeva Systems. Gassner’s leadership style is known to be product-focused and customer-centric.
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About Dave Kellogg Dave Kellogg brings a rare combination of marketing and executive leadership experience to his analysis of SaaS businesses. And see everyone at 2025 SaaStr Annual, May 13-15 in SF Bay for 300+ more sessions, workshops, and braindates like this!
This is just one of the findings in this year’s State of Product Leadership report. Delivery is the top success metric for product leaders. But should it be? Download the report to discover more ways product management is changing in 2021.
It allows us to deliver reminders, call summaries, suggested next steps, custom prompts and easy to follow workflows directly to our market facing teams and leadership. Momentum powers a ton of automations between SalesForce, Gong and Slack for us.
years later: They build it to a $200m+ ARR business My co-founder and CTO, the most “start-up”-y guy on the team — is still there The sales team mostly stayed about 2 years after the acquisition, and then went on to sales leadership roles at Brex, Rippling, Gong, Seismic, Talkdesk, Pipedrive and so many other SaaS leaders Several (..)
So you need context from leadership to what you ultimately need to deliver on in your function to be successful. When you get everyone on the leadership team in a room to come up with the best ideas, those people take ownership of the ideas. Build the right leadership team based on your company’s core values and hiring principles.
It is not an innate skill, even if perhaps some of leadership is. Then I slept on it, and 2 days later said he was right, and would appreciate the opportunity. Management is a set of skills. You gotta learn. The earlier you learn, the better a shot you have at becoming a Director, a VP, and a CEO. And a better founder.
Speaker: Johanna Rothman - Management Consultant, Rothman Consulting Group
When was the last time you trusted a roadmap to show you where the product could go and how the teams might get there? Because most roadmaps are at least five years long, teams are frequently unable to see the next set of essential features. Can your customers rely on your roadmaps to find out when new features will be released?
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