Episode 103: A Wall Street We Can All Trust

When Brad Katsuyama was working on Wall Street, he saw that the stock exchanges were giving an unfair advantage to high-frequency traders that was costing his clients – pension funds, mutual funds and hedge funds….

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Episode 102: Even with AI, Great is the Enemy of Good Enough with Adam Drake

We’re all tempted by the newest, shiniest technology when looking for a solution to a problem. But often the best results come from proven techniques, so it’s wise to find a fast, pragmatic solution to…

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Alistair Croll

In this continuation of their earlier conversation (see Episode 79), Jon Prial and Alistair Croll, the Founder and Content Chair of Fwd50, discuss GDPR, the critical…

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Alistair Croll

What’s the best way to go to market? It’s by capturing people’s attention. And to do that, you need to solve for interesting. In this…

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New Paths to Growth

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Case Study: New Paths to Growth How Tealium was inspired to differentiate its business by finding new ways to use technology to better serve its…

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Justin LaFayette

Episode 29: 4 Foundational Tech Trends That Will Change Everything

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Every once in a while, a trend comes along that changes everything. That’s certainly true in technology. Just look at cloud, mobile, and big data….

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David Court

We all know that technology is rapidly advancing and changing the way that companies do business in the process. As a CEO or entrepreneur, you…

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hiring tips

Hiring the right people will make or break your business. As a serial entrepreneur who has built two highly successful companies, I would know. This…

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Michael Hyatt

Serial tech entrepreneurs who have built successful companies time and again have deep knowledge and expertise. When you can get them to open up and…

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Gab Goncalves

For B2B SaaS companies, creating value is the name of the game and critical for long-term success. But doing so is never easy. It takes…

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Over the past couple of years, more than $4 billion of venture-backed capital has flowed into digital healthcare companies around the world. At Bessemer, we’ve…

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JS Cournoyer

If you want to get deep insights into tech trends, sometimes the best way to learn is by talking to VCs. In this episode, Jon…

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Editor’s note: This is the final post in a series aimed at founders who are considering hiring a professional CEO to run their company. The…

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In my last post, I talked about the importance of sharing expectations with your new CEO prior to hiring that person. Assuming you’ve done so, by the time the CEO comes on board, you should already have some specific guidelines in place that dictate where each of your roles begins and ends. Importantly, you’ve got to stick to that and make sure that you’re communicating it effectively to employees and the market alike.

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If I had to guess, I’d say that founder-CEO relationships fail nine times out of ten. That may seem kind of shocking — how could two educated adults working toward the same common outcome be so unsuccessful? — but based on what I’ve seen in my career it’s true. The important thing is to not only recognize this, but also understand why it happens.

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If you were seriously ill and needed the best doctor to treat you, how far would you go to find that person? What would you do and who would you let help you with your search? The short answer is that you’d probably do whatever it took to find the right doctor, including asking the smartest people you knew for help doing so. After all, for something that important anything less just wouldn’t be good enough.

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As a founder, any time you decide to hire a professional CEO, you, your board of directors and your executive team need to be involved in the decision to ensure a successful outcome. It’s important to understand which part everyone has to play to ensure a smooth transition.

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If you’re the founder of a company, you’re probably used to doing lots of different things at the same time. For example, in addition to your duties as founder, you might be responsible for leading your company’s creative spark or driving its product vision. Yet as your company grows and your responsibilities expand with them, at some point the demands of your role are likely to exceed your business acumen and professional skills.

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As an entrepreneur, you’ve got goals for yourself and for your business. Among your personal goals is no doubt retaining as much equity as possible…

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Throughout this series, I’ve explained the six key drivers that can help maximize the value of your SaaS business, such as having a clear value proposition being able to articulate your total addressable market and building a compelling revenue model. For this final post, we look at the one factor that probably matters most to maximizing the outcome of your SaaS business: having happy customers.

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They say one of the best ways to learn is by doing. Surely one of the other great ways is by reading. Here at Georgian…

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Many aspects of your business will impact what revenue multiple you’re able to achieve when exiting your SaaS company. In my experience, the depth and quality of the management team is definitely a contributor to optimizing exits. Of course, that’s easier said than done.

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One of the key reasons why PeopleAnswers was acquired for $200 million in 2014 is because we had a compelling revenue model. We’d been focused on getting it right since the beginning and all of that hard work eventually paid off. Between 2003 and 2013, we had 40 consecutive quarters of consistent, positive growth. Even in 2008, at the height of the global financial crisis when much of the world was melting down, we sailed ahead.

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If you’re a tech entrepreneur, we’ve got a great recommendation for your reading list. It’s Walter Isaacson’s latest book, “The Innovators: How a Group of…

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So your SaaS B2B business has taken off – congrats! Now how hard is it to keep up with the demand? What happens if an investor buys your business and turns the right dials to increase growth by a factor of three? How hard would it be to keep up? The easier it is for the business to accommodate new explosive growth, the more an investor will pay for it.

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Being able to articulate your total addressable market (TAM) to its maximum potential is critically important during fund raising or when seeking an exit. Investors want to know that your venture has the potential to be really, really big. Most would rather have an investment in a small company with a large TAM than in a large company with a small TAM. Why? Because a company’s future growth potential is limited by its TAM.

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In my first post I introduced the concept of six key drivers that can have a profound influence on maximizing SaaS company exit valuations. In it, I started dissecting the need to have a clear value proposition by examining how to best articulate what you do for your clients. Now let’s conclude the value proposition discussion by examining a few more points.

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There’s a point for every business when it becomes time to either exit or seek more capital. In today’s market, if a predictive analytics SaaS company has done a good job executing, it should be able to get a 5x revenue multiple. But if you do certain things right, I believe it’s possible to increase that multiple further. That’s exactly what I’m going to outline in this series. Specifically, I’ll look at how SaaS companies can increase their value from a 5x multiple to 7x or higher by executing well in six key areas.

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The demographics of women participating in science, technology, engineering or mathematics (STEM) careers shows a major under-representation. While at least half of all university entrants…

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One of the biggest challenges in scaling any business is bringing on board new sales talent and getting them ramped up quickly.  Unfortunately when it…

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