“If only we had money, we could…” It’s a story I’ve heard a thousand times. Startups heaving a sigh, wishing they had investors to fund the awkward early stages. Scraping to get your software in shape… Working 60+ hour weeks… Can’t afford to hire people so you’re wearing every hat for every department… But the dark side of receiving VC funding is that you lose a massive slice of your company. It can be VERY expensive.
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?”
The majority of SaaS companies are making a big mistake that is lowering their revenue. I use to make it too... This mistake exists because SaaS is changing. People are more comfortable with bringing software into their business which means that they’re finding and buying SaaS differently than before. That’s all SaaS is, it’s just software as a service. It’s any software that helps a business make more money that they pay for monthly or annually. This is where SaaS
How do you find more of the right customers? People that will eagerly buy what you’re selling, with zero complaints…? AND tell their friends about it. What a dream! But rather than picking 4 leaf clovers, crossing your fingers and hoping the universe delivers these ideal clients to your doorstep... Don’t you want a system to filter out the customers that’ll buy from the ones that won’t?
Does this sound familiar? You have a high-output employee working for your company and then suddenly they lose interest and stop performing the way they used to. Or, even worse… they quit unexpectedly. You never saw it coming and - BAM - the tyres blow out and your business screeches to a halt while you try to figure out what went wrong. I’ve experienced this in my own businesses. And I see it all the time in others too! I
Recently one of my coaching clients exited his SaaS company for $90MIL. That was on $860K in monthly recurring revenues. Literally 100X his MRR became his selling price. In case that isn’t clear... He made $90 million in a single sale, walking freely into an early retirement. There is some serious money to be made in a well-built SaaS... When you hear stories of overnight millionaires, it’s often some tech founder who exited their company for a huge sale.
Pre-selling your software before you’ve even built it is a very attractive idea. Think about it: You get people to buy a concept, take that money and use it to build the software, and then you launch it to everyone else. ...All with no money out-of-pocket.