How to Scale a B2B SaaS Firm: From $1M to $50M+ ARR

How to Scale a B2B SaaS Company: From $1M ARR to $50M ARR

By Ryan Allis, Managing Partner of Hill Canyon & Co-Founder & Former CEO of iContact

About this article:?This guide covers the unit economics math and process behind rapidly scaling up a B2B SaaS company from $1M to $50M in ARR. You can read the PDF version of this scaling guide here . To learn more about working directly with me to coach you on scaling your SaaS firm, team management, fundraising, and preparing for a successful exit,?visit our website ?and?click here to set up a call . For more how-to-scale-up content, see our?2023 SaaS Growth Playbook .

Part 1: How We Scaled iContact to $50M ARR

From 2002-2012, I built a B2B SaaS company called iContact from $0 to $50M in ARR as CEO and co-founder. I started the firm my first year of college at UNC -- right out of the dorm room with my co-founder Aaron Houghton.

We acquired 70,000 paying customers and grew our team to 250 employees. We raised $32M in venture capital to the balance sheet over three rounds, plus another $15M in early shareholder pre-sale liquidity. I was a 20-something CEO at the time -- and it was an incredible first work experience.

After ten years of hard work, we sold iContact for $169M to a publicly traded company called Vocus in February 2012. After a couple months working with the acquiring firm, I went to Harvard Business School for an MBA.

Since finishing up at HBS, I’ve been coaching B2B SaaS CEOs in rapidly scaling their firms and preparing them for exits or IPOs including the CEOs of Tatango ($5M to $30M), Seamless.ai (400k customers), Pipeline CRM (18,000 users), and Green Packet ($160M annual revenues, publicly traded), as well as building our digital marketing agency,?Hive Digital .

What I love to do today is guide B2B SaaS CEOs as a CEO co-pilot – being their trusted coach and advisor for growing their firm as well as helping them prepare for an exit.

I love working with a small number of B2B SaaS CEOs at time to be their trusted growth coach and guide to scaling, team management, fundraising rounds, and eventual sale of the company.

Today, I’m 38 years old, live in Austin, TX with my family.

I’m writing this scaling guide to help other venture-backed B2B SaaS CEOs who are in the $1M to $50M ARR range learn how to scientifically scale up their business and prepare for either an exit or IPO using the method we created at iContact and have perfected since.

The Ten Areas I Coach B2B SaaS CEOs On

There are ten major elements of rapid scaling and value harvesting that I focus on when I work 1:1 with B2B SaaS CEOs. They are...

1. Product (UI/UX, customer experience, retention, integrations, viral loops)
2. CAC-Based Customer Acquisition Scaling?- Including Paid Channels (Google, LinkedIn, YouTube, Facebook, Instagram, Review Sites, Resellers, Affiliates, Tradeshows, Offline, PR, etc.) and Free Channels (SEO, word of mouth, newsletter, organic social)
3. Sales Team Scaling including Outbound Sales (generating leads through targeted ABM reach outs) and Inbound Sales (follow-up and closing existing leads)
4. Team Management (KPIs, org structure, dashboards, compensation, retention)
5. Executive Team Recruiting (recruiting world class executives)
6. Culture (deeper Why, attracting purpose-driven teams)
7. Capital Stack (recruiting the right venture capital firms and managing existing cap table)
8. Board Leadership (recruiting world class board members, creating an effective board)
9. Exit Prep (preparing company for exit or IPO)
10. Post-Exit (structuring the best sale and managing post-sale integration and life)

For this guide, I’ll begin with a case study of exactly what we did at iContact to scale up and get ready for our exit. Then I’ll cover how to increase your customer acquisition from paid advertising, resellers, integrations, free channels, inbound sales, and outbound sales, and prepare for either your next round of funding or a strategic exit.?

So let’s jump in.?

The iContact Case Study - Our Unit Economics

Let’s start with a recap of our numbers at iContact. At iContact, we had two parts of our business with two different unit economics and sales approaches. At the time we sold the company, these were our approximate unit economics.

Here are some target unit economic ranges you should aim for in your B2B SaaS company, noting that if your account churn is exceptionally low (<2% per month) you may be able to afford more than 14 months of revenue in upfront Sales & Marketing Costs and still build a strong firm.

SaaS Unit Economics - Creating A Money Printing Machine

In a SaaS business, there are six key “unit economics” which help you understand the profitability of each individual customer.

1. ARPU - Average revenue per user (or per customer)
2. Account Churn - Monthly % of accounts that cancel or don’t renew
3. Revenue Churn - Revenue lost from canceled accounts plus revenue gained from expanding existing accounts (from more seats, more usage, more features, etc.)
4. Lifespan - Average # of months a customer stays a customer
5. LTV - Total revenue (or gross margin) across a customer lifespan
6. CAC - Customer acquisition cost, amount spent on sales and marketing per new customer

These six metrics allow you to know whether to invest more in Sales and Marketing or invest less. I’ll write more about how to optimize them below. Generally speaking, if you’re getting your upfront S&M costs paid back in less than a year of revenue, as long as your revenue churn is low enough, it’s time to put more gas in the engine and put the pedal down.

At iContact our ARPU was $59/mo, our churn rate was 3.2% per month, our average customer lifespan was 32 months (1/0.032), our lifetime value (LTV) was $1860, and our CAC was $650. This meant our LTV:CAC ratio was a healthy 3x. It could have been even higher, but our internal metric was to spend as much as we could in a channel as long as we were getting 3x LTV:CAC or better.

We essentially built a system that traded $650 in upfront sales and marketing costs for $1860 in revenue. We got very good at the process of customer acquisition and SaaS unit economics. We were essentially turning $1 in spend into ~$3 in revenue (and $6 in added enterprise value), over and over and over again.?

In our final year before the sale, we added 216,000 new trial users, 36,000 new customers, and spent $20M on sales and marketing. We generated a total of $50M in sales that year and sold the company in Q1 2012 for $169M. Our method of math-based scaling worked.

Two Different Market Segments: SMB and Enterprise

We built two different offerings: iContact and iContact Enterprise. Each of these products had their own unique unit economics and target market.

iContact was targeted at small businesses who paid on average $36/mo (range of $10/mo to $1000/mo) and iContact Enterprise was targeted at mid-sized businesses and larger senders who paid an average of $1190 per month (range of $800/mo to $50k/mo). It was essentially the same product with a couple added features and access to a shared account manager.

We marketed iContact via Google CPC ads, resellers, affiliates, online review sites, SEO, postcards, and radio ads. We offered a 15 day free trial and converted about 16% of our free trials into paying customers via an automated email follow-up sequence. At our peak we were adding 18,000 new free trials per month. Later on which switched to a freemium model (free for small accounts under 1000 subscribers), which initially performed worse, but after the network effect took place it ended up performing better for us than a free trial.?

iContact Enterprise was marketed via similar channels – with the only difference being that prospects had to already have 50,000 subscribers on their email list (we asked at the time of trial signup) before we’d invest the time/money to approach them with the Enterprise offering. If the prospect indicated they had that scale already, we’d have a sales development rep (SDR) call them to set up a demo. We also had SDRs reach out to prospects via outbound email campaigns.?

Once our SDRs had validated that the client had the list size and the budget, they’d pass the opportunity to a Sales Executive to close the deal. Once the account was closed, they’d be passed over to an Account Manager to manage and grow the client revenue. Land and expand. More about that in the sales section later round.

What about venture funding? We raised three rounds of venture capital to help us scale the business. Our seed round was $500k from NC IDEA (when we had $1.5M ARR), our Series A was $7M from Updata Partners (when we had $7M ARR), and our Series B was $40M from JMI Equity (when we had $40M ARR). We were rather capital efficient, raising just $32.5M to the balance sheet and $15M in secondary capital (buying out early shareholders) in order to achieve a $169M exit.

Building the Executive Team

As we grew from $0 in revenue to $50M in ARR, we built our executive team hiring (in order) a CTO, a VP Business Development, a VP of Customer Service, a CFO, VP of HR, and finally a VP of Sales. You can see our Executive team below including Tim Oakley (CFO), Jeff Revoy (CMO), Ralph Kasuba (CTO), Sarah Stealy (VP Service), David Rasch (Chief Architect), and Kevin Fitzgerald (VP Sales). I give these people and our full team a lot of credit for our eventual successful outcome.

Our VP of Sales (Kevin Fitzgerald, who is now CEO at Tatango) grew the iContact Enterprise segment of our business from $0M to $20M in about 3.5 years. He scaled our sales team up to 60 employees – which was split between 25 SDRs, 15 Sales Execs, and 20 Account Managers.?

This was our employee count by department when we were acquired (we had around 250 employees total).

• Sales & BD - 60 FTEs
• Customer Service - 80 FTEs
• Finance & HR - 15 FTEs
• Technology - 80 FTEs
• Marketing - 15 FTEs

The Six Key Lessons Learned

As a CEO/founder of a fast growing software company, you learn a lot. The six key lessons I learned building iContact were simple:

1. Sell a product people need (if you’re not hitting your growth goals, it’s either because you aren’t doing sales & marketing well or because people just don’t need your product enough. Make sure it’s clear how your product helps your prospects save money or make money)
2. Become obsessed with making that product the absolute best in your industry. The way that Davids beat Goliath in SaaS is by being obsessed about user experience and then combining that with lots of integrations and lots of CAC-based sales and marketing.?
3. Hire people better/smarter/more experienced than you for each role
4. Know your unit economics cold (CAC, LTV, ARPU, Lifespan, Churn)?
5. Scale ad spend and sales team scientifically within your CAC goals (more on that below)
6. When ready for hyperscale (after setting up the engine with solid unit economics), find backing from the best venture investors you can.

Now let's move into the part of the guide focused on how to scale up your B2B SaaS firm through our math-based scaling model.

Part 2: How to Scale Your B2B SaaS Company

From this point on in the article, I’m assuming you’ve reached product-market fit, have acquired your first 10-25 customers, and now you’re ready for scaling up your sales and marketing in a scientific and process-driven manner.?

This isn’t an article about getting your first $1M in sales (an often scrappy process). This is an article about scaling from at least $1M in ARR to $50M+. It is around the $80k MRR mark that there’s sufficient data to actually apply the below scientific model for growth.?

So, in order to rapidly scale up your B2B SaaS company using a scientific growth process, here are the basics of what you need to do. Go ahead and calculate these numbers in a spreadsheet as you go through this article if you don’t already know them.?

Step 1: Calculate your current Customer Acquisition Cost (CAC). Take the total spend last month (or last quarter or last year) on Sales and Marketing (S&M) and then divide it by the total number of new customers acquired during the same time period. For example if you spend $100k on S&M to acquire 20 new customers that’s a $5k CAC.

CAC = Total S&M Spend During a Month / Total New Customers Acquired That Month

Step 2: Calculate your Average Revenue Per User (ARPU). Take the total revenue earned last month and divide it by the total number of customers who were active during that month. For example if you made $1M last month from 1000 customers thats a $1000 ARPU.

ARPU = Total revenue during a month / Total customers

Step 3: Calculate your Monthly Account Churn. Take the total number of customers you lost last month due to cancellation or contract non-renewal and divide it by the total number of customers you have. For example if you lost 30 customers out of 1000 total that’s 3% account churn.

Account Churn % = # of Lost Customers / # of Total Customers

Step 4: Calculate Your Customer Lifespan. Divide 1 by the account churn percentage. For example if your churn rate is 3.3% per month then the lifespan is 1/0.033 = 30 months.

Lifespan = 1/Monthly Account Churn

Step 5: Calculate your Lifetime Value (LTV). Multiply your ARPU by your Lifespan. For example if your ARPU is $1000 and your Lifespan is 30 months, your lifetime value is $30k.?

LTV = ARPU x Lifespan

Step 6: Calculate Max CAC. The maximum you should be willing to spend to acquire a new customer (in S&M costs) is a function of how fast you want to grow and how much cash you have. Slower growth firms spend around 10-15% of lifetime revenue on upfront CAC. Aggressive growth firms spend around 25-33% of lifetime revenue on upfront CAC. You’ll probably need a venture-backed balance sheet to spend 20%+. If you spend more than that there won’t be enough leftover to pay for your other costs like COGS + payroll without some subsidization from venture capital. For an optimal level of growth in a venture-backed firm, target spending 25-33% of lifetime revenue on upfront CAC, then lower this later on once you’re wanting to get to cash flow positive.?

Max CAC = LTV x ?

Step 7: Calculate Your LTV:CAC Ratio - Take your average lifetime revenue from a customer (LTV) and divide by your Customer Acquisition cost. Target a 3:1 LTV:CAC ratio. Too low and you’re spending on channels that aren’t producing. Too high and you’re not optimizing growth. If you’re getting more than 3:1 then you need to ramp up S&M investments until you reach the efficient frontier of revenue growth rate and positive payback. For a venture-backed B2B SaaS company under $50M in ARR, you should be targeting 50%+ annual revenue growth rates (ideally 100%+).

LTV:CAC = Lifetime Value / Customer Acquisition Cost

Once you have these metrics, you can apply them to your marketing funnel to substantially ramp up your customer acquisition, only investing in acquiring customers from channels that are gross margin profitable and additive to enterprise value.

Now What? Optimize Your Spend By Channel

Once you’ve calculated the seven metrics above for your entire business, then calculate them for each major customer acquisition channel. Create a sheet that looks something like the graphic below. You can make your own copy of this Channel Based Scaling Sheet here .?

In the above example, the following customer acquisition channels had an actual CAC that is lower than the Max CAC (1/3rd of LTV for customers that came via that channel).

• Google Ads
• LinkedIn Ads
• Review Sites
• Resellers
• Affiliates
• Organic Search (always a low cost channel)
• Integration Partners (usually a super low cost channel)
• Word of Mouth (always the cheapest channel)
• Outbound Sales

Thus, these channels can be scaled up to increase growth.

And as you can see in the example sheet above, the following channels have an actual CAC that is higher than the recommended Max CAC for that channel.

• Facebook Ads
• Instagram Ads
• YouTube Ads
• Radio
• Direct Mail
• Television

These are the channels you’d want to scale down spend on and make them more efficient – unless you had a sense that they were lifting other channels in untrackable ways (which often happens with offline advertising).?

You can manage your digital spend with your in-house team, with your agency, or you can work with me to guide you on setting up this structure for your B2B SaaS company and helping you rapidly scale up.?

We go into much more detail on scaling up paid advertising scientifically when we work with our CEO clients 1:1. If you’ve achieved product-market fit, have your first 10+ customers acquired, and are ready to 10x your monthly rate of customer acquisition, let’s work together. If the market demand is there, we will find it.?

What’s Next? Build Out Your Sales Team

Let’s assume that your company is now at $1M ARR+, has at least 20 paying customers, has multiple growth channels, and has begun to optimize your channel spend based on CAC and LTV. Now that you have lots of leads coming in for your B2B SaaS product by ramping up CAC-based lead gen – it’s time to scale up your inbound and outbound sales teams.

Remember this order of operations for scaling up your SaaS firm:

1. Create an exceptional product that people really need
2. Obsess for years over having the best UI/UX in the industry and easiest to use product (think Figma, MailChimp, ClickUp)
3. Integrate with lots of API integration partners (low cost customer acquisition)
4. Start your marketing engine (paid ads, SEO, resellers, affiliates, PR, tradeshows, review sites, newsletter, follow-up sequences, offline)
5. Create your automated prospect follow-up sequences in your CRM tool to shorten the sales cycle and increase lead to customer conversion
6. Calculate CAC for each channel and scale up the channels that are profitable
7. Build your in-house marketing team or hire a great digital marketing agency (the one I own is called Hive Digital ) to scale up your marketing for you.
8. Build out your inbound sales team to properly follow-up on the leads
9. Build out your outbound sales team to proactively go after large accounts, using an Account-Based Marketing (ABM) strategy – going directly after the key people via email, LinkedIn, and phone at each of the targeted accounts
10. Build up your executive team and board to prepare your company for an exit or IPO.

Now it’s time to learn about steps #8 and #9, building up your sales organization.

Building Your Outbound Sales Team

Inbound sales is following up with warm leads to get a deal closed. Inbound sales is a core function of every business. Every business selling a product worth more than $500 should have an inbound sales team following up on the leads. Below that and you can use retargeting ads and automated email sequences only.?

Outbound sales, on the other hand, works best where the annual contract value is $25k or higher. At a $25k+ per year price point there is enough margin to cover the costs of doing the research, reaching out, and making the sale. Outbound is generating cold leads from proactive reach outs, usually via email, LinkedIn, and the phone.?

For B2B SaaS companies, we usually see about 25-33% of leads come from highly targeted outbound reach outs to prospects that fit the Ideal Customer Profile (ICP). You can source these leads from tools like Uplead, Seamless.ai, LinkedIn Sales Navigator, LeadLoft, and Zoominfo.?

Here’s a quick screenshot of what the Seamless.ai interface looks like. They have up-to-date contact information for pretty much every professional in the world. They get it from email signatures continuously (every user that integrates their email account gets free credits, which is how they auto-build their up-to-date contact info).

How to Do Outbound Sales Well

Here are the steps to Outbound Sales done well in B2B SaaS:

1. Build a list of all the companies that would be ideal buyers, then create an email list of all the people at those companies who match your Ideal Client Profile (ICP) based on revenue, employee count, capital raised, job title, geography, etc.
2. You can get their email addresses via Seamless.ai, LinkedIn Sales Navigator, LeadLoft, ZoomInfo, or Uplead.
3. For example, let’s say your target market is high-level finance team members. Searching for all the CFOs and Controllers in the USA at companies with $10M to $200M in sales yields 43,267 results on Uplead. These leads will either cost around $0.05 each or you can buy an unlimited plan for lower costs.
4. Reach out to your target prospects 1:1 with customized, well-researched messages via email and on LinkedIn. One SDR should be able to send out around 100-200 customized reach out emails per day. A good open rate for a targeted cold email outreach is around 30-40%. A good click rate is 2-6%. The more customized your message it and the more targeted your list is, the better you will do. You can use MailReach to warm up your email account so it gets good inbox deliverability.?
5. You can use a tool like YAMM, SalesLoft, Reply.io, or Outreach to send out and track your initial and follow-up messages and to set up your demos and discovery calls.

If you don’t want to do this in-house, we recommend using an outsourced SDR firm like Revenue Accelerator who can do this for your company on a retainer plus per meeting cost.

Structuring Your Sales Team

Here’s how we structured our 60 person sales & BD team at iContact.

• Business Development - 2 - Close Channel & Integration Partners
• Outbound SDRs - 5 - Go after cold whales
• Inbound SDRs - 15 - Qualify prospects
• Sales Executives - 15 - Close deals
• Account Managers - 18 - Retain and expand

What’s the math on outbound SDRs??

For example, if you pay $350 per meeting booked (to an outsourced agency or to your SDR) and convert 1 in 10 meetings in a sale, then your CAC will be $3,500.?

If your ACV is $25k, then you’re spending $3.5k to make $25k in sales. Do this over and over and you can really ramp up growth. Outbound ABM campaigns are likely to become a bigger and bigger part of your business the more up-market you go.

Sales Compensation Math

The common elements of a Sales Executive’s compensation plan are:?

1. Base Salary
2. Quota
3. Commission Rate
4. Variable Pay (Quota times Commission Rate)
5. OTE (“on-target earnings”), the sum of the SE’s Base Salary and Variable Pay

Some common industry practices enable the quick development of a SaaS sales compensation plan:?

1. A standard commission rate for a Sales Executive closing sales on SaaS products is 10%. As an illustration, completing a $100,000 ARR transaction results in a $10,000 commission. When a rep reaches their quota, increase their commission to 12%-15% to encourage above quota achievements.
2. When designing OTE for a Sales Executive (SE), it's usual to have a 50/50 balance between base and variable compensation. For an SE meeting their quota, the variable pay should be equal to their base salary.
3. The standard quota is usually set at 10 times the base salary. For instance, if the base salary is $75k, the quota should be established at $750k.

Here are some examples of an annual compensation plan broken down by role. You can divide the quota by 4 to create your quarterly comp plans.

For new Sales Executives, it typically takes around four months to reach productivity, although this timeframe can vary depending on the time needed to understand the product and build a pipeline. Many sales organizations establish a ramp-up schedule, during which new SEs have a reduced quota and receive a higher guaranteed compensation (known as a "draw") to compensate for the lower commission earnings.?

We go into much more detail on sales compensation structure when we work with our CEO clients 1:1. If you’ve got a small sales team and are ready to scale it up to 10-50+ sales reps as well as scale up the inbound lead volume needed, let’s work together.

Funnel Math

Here’s an example of some funnel math that can be used to track the results of your sales and marketing efforts. When scaling up your SaaS company, expect to spend 2-3 years obsessing over making your product the best in the world as well as 2-3 years of your life obsessing over the funnel math for each of your major offerings.?

The more you can improve each stage of your funnel conversion, the lower your CAC will become (allowing you to spend more money to accelerate growth).?

Let’s say you want to increase your number of new customers from 10 per month to 40 per month. By mapping out your funnel math (example below) you can see where the holes are and work to improve them.?

Preparing Your Company For Your Next Raise & Exit

When iContact reached $40M in ARR in 2010, we almost got acquired by Salesforce.com for $100M. The transaction failed at the last moment as Marc Benioff bought ExactTarget instead. We were upset, but decided to raise a Series B round of capital, take a little bit off the table, and go for a bigger exit.?

We hired Allen & Company as our investment bank. They ran a process for us and we were able to get JMI Equity out of Baltimore on board as a strategic partner. JMI bought $40M of our shares at $100M valuation – with $25M going to the balance sheet and $15M going to provide partial liquidity to early shareholders. There’s an HBS case study on this secondary transaction .?

After getting JMI Equity in the door, we continued to grow for another year, and then we ended up getting inbound interest from a publicly traded company called Vocus (now Cision) to acquire us. We ended up negotiating a $169M sale price which was around 3.5x our ARR. I learned a lot in that process and would love to help you prepare to sell your SaaS firm for the best shareholder outcome.?

So what growth metrics are top venture firms looking for to consider your company for a new or follow-on investment?

Well, to be an average Bessemer Portfolio Company, you’d need to achieve 200% ARR annual growth rates if you’re under $10M ARR, 115% if you’re $10M to $25M, and 95% if you’re in the $25M to $50M range. You can see some of the other benchmarks for the average Bessemer SaaS portfolio company (as of 2021) below.

If you’re already growing at these best-of-class rates and need help putting in place the structure to sustain the growth while professionalizing and systematizing your firm, we are here to help.

If you’re not yet growing at these best-of-class rates and want to put in place the sales and marketing processes throughout your funnel to accelerate, we’re also here to help.

Current B2B SaaS Venture, M&A, and IPO Environment

How are markets today for B2B SaaS venture deals and B2B SaaS exits??

Well, in 2022 there was a record $122B in VC, PE, M&A, and IPO deals done for B2B SaaS companies.?

While we’re on track for a slightly lower $92B in 2023 (data through March 2023), this will still be the 3rd largest year on record for B2B SaaS deals – and more than 2x the total from 2017. B2B SaaS is clearly a huge growth industry.?

Let’s start by looking at the total value of B2B SaaS VC Deals over the last 13 years since 2010.

Total Value of B2B SaaS Venture Capital Deals in 2010-2022

If we look just at venture capital deals (excluding PE, M&A, and IPO), we can see that there were over 4,000 venture deals done in B2B SaaS in 2022 globally. This is around 20 new B2B Saas venture deals closed per weekday!

Venture Capital Deals Done in B2B SasS from 2010-2022

We can also get a sense of sector growth by looking at the number of mergers and acquisitions in B2B SaaS from 2010-2022. In 2022 there were 428 B2B SaaS exits, for a median exit price of $47.9M.

B2B SaaS Exits (M&A) from 2010-2022

Lastly, we’ll look at B2B SaaS IPOs. There were 68 B2B SaaS IPOs in 2021 and 29 in 2022.?

B2B SaaS IPOs from 2010-2022

Even though there was a market peak in 2021, the overall 10 year direction remains strong for B2B SaaS.?

Working Together to Scale Your B2B SaaS Company

I’ve just finished up a successful four-year assignment being the CEO Coach to a B2B SaaS firm that 10x’d their revenues during the time working together. Together we managed the firm scaling from $5M to $50M in revenues and from 50 → 250 paying customers.

I now have time and space to take on 2-3 new B2B SaaS clients. Hill Canyon is the name of the firm I consult under. I have one other team member, Mike Gavela, who is a master at outbound sales, list building, and setting up the CRM and lead gen infrastructure for scaling customer acquisition. I’ve been working with him since 2015. I also own a SEO/PPC agency called Hive Digital that is able to help scale up lead gen.

So if you’re in the $1M to $50M ARR range and want direct CEO-level support in both scaling up, professionalizing, systematizing, and preparing for your exit, we have availability to work directly with you over the next 1-4 years to help get your company from scaling through to exit and serve effectively as a CEO Co-Pilot.?

Think of me as your secret weapon in helping increase the chances of a very successful eventual exit for your firm and your family.?

Because I only work with a few firms at a time, working together isn’t low cost. My goal is to 10x the valuation of your company within four years or less. I charge $120k per year for the clients I work directly with, paid quarterly. I can also help serve on your Board of Directors if helpful for 1% equity per year plus a per meeting cost.

While I am best at helping marketing software, sales software, customer service software, and AI software companies go through the hyperscale process, I am open to working with other niches as long as it’s B2B SaaS. That’s where our magic formula around CAC-based scientific advertising, inbound/outbound sales, attracting a world class executive team, creating an extraordinary culture, and professionalizing and systematizing the business work best.?

From start to finish, my goal is to guide you toward a 5x-10x increase in the valuation of your company while we work together.

If you’d like to explore working together, please reach out to me at [email protected] .

Other Recommended B2B SaaS Scaling Resources:

• Scaling to $100M by Bessemer Venture Partners
• High Growth SaaS Playbook by David Skok
• Modern GTM playbook for B2B SaaS
• The SaaS Playbook by Scaleworks
• Simple Math to Set up a Sales Team by David Sacks

About this article: This guide covers the science behind rapidly scaling up a B2B SaaS company from $1M to $50M in ARR. For more how-to-scale-up content, please refer to our 2023 SaaS Growth Playbook . To hire me to guide you directly on setting up this system inside your company and to coach you weekly on hyperscaling your SaaS firm, click here to set up a call .