At 17 years old, I learned to code. It was the skill that helped me out of a pretty dark place, and I actually got pretty good at it.  But after 10 years of writing code for my own companies, I had to confront a difficult truth:  I was the bottleneck in my own company. I realised that writing code wasn’t enough. I had to be a leader. I had to learn how to hire, train, retain and manage different

If everything in your business fell apart, and you had to rebuild from scratch… what would you do differently? This is usually a hypothetical question. But not necessarily nowadays… and definitely not for Ben Jabbawy a few years back. Ben is the founder and CEO of Privy, marketing automation software for e-commerce stores. In 2013, they raised a seed round $2 MIL from investors. 2 years later, in 2015… all they had left was $1000 in the bank. They had

Bzzzt. Bzzzt. “Hello?” “Hi Dan, I’m calling from Google. We’re interested in potentially buying your company…” Ok, it didn’t go quite like that, but it’s true - my first call with a potential acquirer was with Google. I was super excited! I mean… Google?! They’ve got money to burn, and I was ready to take it! ...then I proceeded to make some big mistakes. 

Reality Check: Success isn’t about driving Ferraris and sipping champagne from a private jet... It’s about how you handle problems. No matter how many customers you get, how much profit you make… you will always have problems. Money might buy you a bigger team and more talented employees, but then you’ve got the problem of actually knowing your team!  How do you keep your finger on the pulse in your own company? 

Today, I’m going to show you how to get 3x-5x as much value out of a brand new employee. Think about it… If every time you hired someone in your business, you got more value from them, how much of a difference would that make to your: Productivity? Budget? Business growth? You already know I work closely with SaaS founders both big ($100 Million+ ARR) and small ($10k monthly), and I can tell you this:

There are plenty of customer success managers. There aren’t a lot of great ones.  A customer success manager is the person in charge of making sure that customers receive the promise we make on our home pages or by our salespeople. The great managers know that their work requires at least five practices to make sure that they’re succeeding at their job. Here are the five practices of a great customer success manager. #1: They address customer concerns early. Remember,

Play along. You’re on Who Wants To Be a Millionaire. (The Dan Martell SaaS edition.) Sweat on your brow, lights on your face. Clock ticking. You’ve got 20 seconds to make a decision.  Lock in the right one and your profits double. Lock in the wrong one, and it’s game over for your business. Your fingers are crossed, hoping for a question you know the answer to…

Today, I’m going to show you how to generate consistent, repeatable momentum in your business. Yeah. You read that right.  When I was 24, I started a company called Spheric. And it grew. Fast. 150% year over year. We were one of the fastest-growing companies in Canada when I successfully exited and sold to a US firm. I was only 28. I owe a big part of that success story to a great book I read, called Good to Great

The other day I got a call from one of my coaching clients, Carl.  He was doing about $70K in MRR, killing it. Business is booming, he’s hiring new team members… Then BAM. His lead salesperson quit on him. In an instant, Carl’s problems went from “How do I scale up?” to “How do I stop my business from falling apart?”

Want to learn what it’s like to compete against Amazon and win? I first met Tobi the Co-founder & CEO of Shopify.com 10 years ago in San Francisco while they were fundraising for their series A... ... most investors said “No”. (We dig into this during my interview... specifically, what those investors missed!) Fast forward to today and they have more than 1M businesses paying them every month, from over 175 countries with total gross merchandise volume exceeding $50 BILLION.