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Churn is not a GAAP metric. It doesn’t have a universal definition. Public companies and startups all seem to define churn differently. And even hide it in part, by doing so. I learned this myself starting out as a B2B CEO. I compared us to the only public company in our space, back in the... Continue Reading
ServiceTitan has somewhat quietly become one of the most important vertical software stories of the past decade. It sells an end-to-end operating system to the trades: HVAC, plumbing, electrical, roofing, garage doors. And it just crossed a $1B revenue run rate the hard way: by growing 25% at that scale, not by acquiri
Gamma is the anti-PowerPoint. Grant Lee and two former Optimizely colleagues set out to kill the blank page problem, and five years later they’re at $100M ARR, 50 million users, and 600,000 paying subscribers. Profitably. With a team of 50. They did the bulk of that with zero sales and zero marketing spend. Growth came
Long-term customers generate more predictable revenue, stronger referral networks, and better product feedback loops.
At SaaStr AI 2026, Anis Bennaceur, co-founder and CEO of Attention.com, gave one of the more practical go-to-market sessions of the week. Attention is a Series B company at roughly $15M ARR, growing 4-5x year over year, with customers including Scale AI, Lovable, Abridge, and Engine.com. The product automates increasin
Four months ago the markets decided B2B software was dead. In a 48-hour stretch in February, roughly $285 billion in software market cap evaporated. The trigger was the fear that AI agents would make per-seat licensing obsolete, that the entire model of charging companies for seats their employees would no longer need
The GTM stage at SaaStr AI 2026 was the one where the abstract finally got concrete. Everyone talks about how AI changes go-to-market. These six sessions actually showed the data, the org charts, the pricing models, and the failures behind it. What struck me listening to all of them back to back was how much... Continu
Retention is where a bootstrapped SaaS business either gets stronger or quietly leaks money. New signups feel exciting, but if users leave after the first month, growth becomes a treadmill. You keep chasing traffic, launches, referrals, and demos just to replace customers who never reached value. I have seen small SaaS
Whether you're building in stealth or sprinting toward beta, here's a practical guide to launching SaaS.
So recently we had a B2B buying experience that led to a No that is very common but many don’t realize is there, or at least is there that much: A B2B Pricing Gap We went to buy Riverside, a podcasting tool, after years of being on Zoom. We wanted to move to Riverside, it’s... Continue Reading
Dear SaaStr: What is a Good Approach For Price Increases with SMBs? Raising prices in SaaS serving SMBs is tricky but necessary as you scale. SMBs are price-sensitive, so you need to approach this thoughtfully to avoid churn while still driving growth. Here’s how I’d recommend tackling it: 1. Don’t Raise Prices Too Ear
For many SaaS teams, cloud infrastructure starts as a simple solution. It helps teams launch faster, test new features, support users, and scale without buying physical servers. In the early stage, this flexibility feels like a major advantage. But as the product grows, cloud costs can become harder to understand and e
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