Blog
Startup Org Design
In the early days of a high-growth startup, the organization isn't intentionally designed as much as it is cobbled together based on what is most pressing at the moment. Teams tend to organically sprout up. Roles are added too soon, too late, and when the stars align, at just the right time.
How Long Should a Founder Sell?
A question that gets tossed around a lot among start-up founders who are selling is, “How long should I be involved in sales?”.
Anatomy of a SaaS Dashboard
I’ve spent many years as a SaaS CEO, and advising SaaS CEOs— growing from $1M in ARR to $40M+. I’ve always been data-driven, but when I discovered live dashboards, it changed my day-to-day life.
Simple Strategic Planning for Startups
It’s that time of year when most companies start to think ahead to next year (if they haven’t already started) and do some planning for what comes next.
What Can You Expect From a New Sales Leader?
Last month, we shared some thoughts on what a new sales leader should focus on. But what can you expect from a new sales leader?
Leaders, Sometimes You Need to Get Your Hands Dirty
I am not advocating for micromanaging, and I am not advocating for control-freak tendencies. But I do think company leaders need to be willing to get their hands dirty sometimes, for the good of the organization.
Balancing Working IN the Business Versus ON the Business
I think a lot about the phrase “working on the business versus in the business”. Have you heard about this concept? It comes from a popular leadership book, The E-Myth Revisited.
What Should a New Sales Leader Focus On?
I’ve been interviewing a lot of candidates for Director of Sales lately, and there is one question I always ask. “What will you focus on in your first 90 days?”.
The CEO ‘Whatever it Takes’ Hangover
Every SaaS CEO I’ve ever worked with has decreed “do whatever it takes” during an important month or quarter. I’ve done it myself more than several times.
A Framework For Running Your Growing Company: Wheels On, Pedal Down
My approach (maybe it’s a philosophy? maybe it’s a leadership framework?) for day-to-day running a company is what I call, “wheels on, pedal down”.
The struggle of articulating strategy & vision to your growing company
Much is said and written about the challenges founder/CEOs face when trying to turn their idea into a product into a team into a high-growth company.
Why Capital Efficiency Matters
One of my first forays into entrepreneurship was a capital inefficient business, and I recently had to drudge up the memories when my son decided it was a good time to ask about what it was like when I was starting out.
The Value of a Business Operating System
One thing many startups lack is a business operating system. A high-growth startup that isn’t using an operating system to run the business either isn’t familiar with the concept, or they are familiar but are afraid it will be too cumbersome to implement and restrictive to operate.
Improve Your OKR Results by Focusing on the How
I think the biggest reason that people, and companies, don’t achieve goals is that they forget to think through HOW the goal will be achieved.
An OKR Primer
While it can take a while to “get” the power of OKRs, once the lightbulb goes off, they can transform how an organization aligns and executes towards goals.
The 4 P’s of SaaS: People, Product, Playbooks, and Process
When looking at a problem, I have a simple framework that usually helps me evaluate and pinpoint what’s wrong. Is it People, Product, Playbook, or Process (or some combination thereof)?
Stress Management for Startup Founders Living Through Crazy Times
I know that stress management may seem like the least important thing on your list right now. But stress management is exactly what you, your family, your staff and your company need. It’s how we rally the troops, keep our relationships intact, maintain perspective, and make sound business decisions.