- When it comes to growing SaaS businesses,
there's this one thing that people don't talk about,
it's called the SaaS dead zone.
It happens at a million ARR, at 3 million, at 6 million,
and even at 10 million, we've seen it at 20 million.
It's when your product market fit,
which you have to earn at every stage
of these inflection points, kind of falls out of market.
It's when your go-to-market that was working just fine
all of a sudden stops working.
Meet Sachin Kamdar, he's the CEO of Parse.ly.
And when I got on a call with him,
he was telling me about his story
about how they hit that dead zone
after scaling their company all the way to 10 million ARR.
Now, fortunately for them,
they were able to figure out a way around.
They were able to reinvigorate growth
or drive profitability.
They were able to actually exit to automattic
as one of their largest acquisitions.
All those things came together.
But in that point, when they hit that dead zone,
it looked pretty scary.
And in this episode,
I'm gonna walk you through the three principles
you absolutely need to know that Sachin and I
will be presenting to you on exactly
how to avoid the dead zone,
what to do if you're in the dead zone,
and why the dead zone exists.
And when you know about these principles,
you'll be able to apply it to your own go-to-market strategy
to make sure not only do you avoid the dead zones,
you are able to accelerate the growth of your SaaS business.
Intro.
(snapping music)
What's up everybody?
Welcome to Unstoppable, I'm TK.
And on this channel, I help SaaS founders like you
grow your SaaS businesses faster
with an Unstoppable strategy.
Now, if you are new to this channel, welcome.
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Now, if you're already part of my coaching programs,
if you're part of this fast growing community,
my people, welcome back.
It's really awesome to see you over here.
I knew about Parse.ly.
I'm a huge fan of content.
I'm a huge fan of content marketing.
I'm a huge fan of analytics and insights.
And Parse.ly fit that perfectly.
So I've been a huge fan of Parse.ly over the last 13 years
that they've been in business.
And I also kind of knew Sachin
and I knew his co-founder Andrew,
but I was really surprised when I got a DM from Sachin.
And he was like, "Hey, I watched one of your frameworks,
your go-to-market framework and I followed it
and it helped us turn around the company
and it helped us exit the company.
And you have no idea so I wanna tell you this story."
And I was like super excited and I was intrigued.
And so I was like, "Dude, totally."
And so anyway, Sachin and I got on a call
and I heard his incredible story
and that incredible turnaround that they had.
And I was like, "You gotta come and talk to the 250 founders
that I coach and tell them about the story
and how you applied the framework.
Like this is awesome.
Like let's talk about it
so that everyone can up level themselves."
His story was amazing about how they got stuck
at 10 million ARR, how they reinvigorated growth,
how they exited, and all the pieces that came into play
as he navigated that journey.
And so I thought it would be really great
to take the best parts of that interview that we did
for the founders that I coach
and distill it into the three principles
that you absolutely need to know
to actually accelerate the growth of your SaaS business,
and also make sure that you avoid the same dead zone
so many founders fall into.
So I'll be piecing together these three principles.
I'll be bringing in Sachin on the key parts
to share his story.
And by the end of this, I promise you,
you'll know exactly what you need to be doing
to accelerate the growth of your SaaS business.
If you're excited to dig in,
go ahead and smash that like button
for the YouTube algorithm,
it really likes it when you do that.
And let's go to principle number one
that we learned about these SaaS dead zones.
The first thing you need to know
is that there are natural inflection points that exist
when you're growing a SaaS business.
There's the pre-revenue to sum revenue.
Then there's the 1 million ARR to the 3 million ARR
to the 6 million ARR to the 10 million ARR.
And the biggest thing that I've learned
as you've gone through these pieces
is a lot of SaaS companies
lose out of their product market fit.
Their go-to market strategy that was working
to get to say a few dollars in revenue,
doesn't take them to a million.
Or it worked fine to 6 million
and then it just stops working.
This is what we call dead zones.
And I'll talk more about the dead zones,
but what you need to know
is in each of these inflection points
that you are running through in growing your SaaS business,
you're gonna have to be prepared to continue to revamp
your go-to market strategy 'cause otherwise,
there's a very good chance you will fall out
of product market fit or your go-to market strategy
that was working will turn stale.
So that's principle number one.
To exactly explain how Sachin navigated
these inflection points, and I mind you,
they didn't have to deal with the dead zone
until they got to 10 million ARR.
So the first thing we dug into when I did the live call
with Sachin with all the founders that I coached
was, "Cool, let's talk about how you got to 10 million ARR.
What were the inflection points? How did that go?"
So let's hear Sachin talk about that piece.
There's two big buckets that I think
we should talk about for the time we have you here
that'll be valuable for everyone.
The second bucket is really about how did you get
to that 10 million, and the inflection points there,
like maybe a little bit around,
what was it like to get that first revenue
and then to 3 million and then to 10 million,
like that's one bucket.
And I think the second bucket,
which is really the impetus for this call is that dead zone
that SaaS companies get into.
And some say, it's at six, some say it's at 10,
it's definitely at 20.
SaaS companies hit dead zones and plateaus
and they have to rediscover.
So I wanna talk about that 'cause you hit that
and then you found a way around it
and that's kind of how we connected.
So those are the two broad buckets I wanna dig into next.
- [Sachin] Totally.
Happy to. - Cool.
So let's go talk about the next bucket.
Like you started 2008, 2009 crazy times.
How long did it take for you to hit
like the first million ARR, what did that take?
How did you do it?
Like let's talk through that first.
- You know, 2009 is when we really started the company
on December of 2009 is when we raised that first round
and we were all in full time on it.
So from 2009 to 2012, we launched three products.
One of which utterly failed, one of which did okay.
And then the last one was the one that took off,
which was Parse.ly Analytics.
And so that was just a whole thing in and of itself,
which is finding the right product market fit
and really using a way to pivot our existing technology
into new technology with different markets
to help make that work.
That's probably like a much longer answer,
but I'm gonna shorten it there.
So when we launched in 2012, 2013,
we launched our analytics product publicly,
the real kind of need for it was met
when we were working with digital media companies,
they were spending six figures
on enterprise level analytics, like Google Analytics 360,
Adobe analytics where several hundred thousand dollars.
And we came in and we said, "We're not gonna replace those.
So we're gonna give you something
that more of your organization can use
that is going to democratize access to this data
and get into the hands of people
that really are going to act on top of that."
And so that was the pitch.
It was, we're gonna have cleaner data, better data,
and we're gonna have it in a way that's way easier to use.
And that got us to our first million dollars in ARR
between 2012 and 2013,
and was largely just the work of me
and a single salesperson, just doing outbound sales.
And that was how we structured that
going after digital media clients.
There was nothing sophisticated about it.
It was just honing our messaging,
going out there, pitching,
and getting our first like several customers
within that scope.
So that was getting to the first million
then we raised our next round of financing,
and then we started to scale out
the business side of the organization.
We started hiring marketing,
we started hiring more sales people,
and we really kind of built an in-bound program first
that was basically generated through events,
combined with content which we created ourselves
and some brand awareness.
So we weren't doing anything sophisticated
on the marketing side
to like get to the next several million dollars
in revenue, it was really just trying to own
the digital publisher, digital media space
being as prevalent as possible
and working through all of those customers.
So that got us to maybe like six or 7 million in revenue.
And then the next few years was kind of a slog.
It took us like a little bit of time
to get to the $10 million mark.
And what we kind of recognized leading up to that
is that the market that we were going after,
even though we thought that there...
We started going international
and we thought that there were gonna be a bunch
of opportunities international, the fact of the matter is,
is that our price point and what we needed to make
the whole business model work,
the total addressable market wasn't as large as we thought.
So things just started slowing down
and we started hiring more people
'cause we thought that we need a bigger sales team
or we need a larger marketing
or that's the reason why it's slowing down.
But the fact was is that it wasn't any of that stuff,
it was that we were kind of reaching threshold
with our market going after the kind of digital media,
digital publisher space.
- Okay, so he gets to 10 million ARR
and then everything slows down. Right?
And this is one of the things that not a lot of people
like to talk about,
and this is why I have tremendous amounts
of respect for Sachin.
And he's like, "Look, I wanna get out there
and just talk about all the stuff that goes wrong
because they don't talk about some of these things."
And that's essentially why I started this channel
in the first place,
so we can bring you these kind of stories from the trenches
and give you frameworks to avoid these dead zones
or any other issues that come up
as you navigate this journey.
And so the second principle you need to know about
is there are dead zones in SaaS,
and you need to know when they are,
and you need to take decisive action
if you are hitting upon one.
Now, it's not guaranteed that you'll hit the dead zone.
Maybe you'll blast right through a million or 3 million
or 6 million, but then eventually it may happen.
And the biggest principle to know over here
is when it does happen,
you have to channel your gut as a founder,
as the CEO and you have to be able to take decisive action
because if you don't take that decisive action,
then you will not actually break through
to that next inflection point in your SaaS growth.
We dug into this on exactly for Sachin
and exactly how that dead zone appeared,
how they identified it and what they actually started
to think about when they started to see,
"You know what? There's a dead zone here.
Like what do we do about it?"
So let's cut into that piece of the interview
with Sachin and hear from him.
Okay, so you double down and you kept growing
and you focus on the channels at that time that you knew.
Maybe now in retrospect,
you're like, "Hey, we can have a more robust
go-to-market strategy."
But Hey, you know what? You focused on what was working.
And we tell founders this all the time.
If you have one channel that is working, don't discount it,
don't take it for granted, go double down on it,
get more resources, then get more momentum,
and then figure out what other channels you can open up.
So you did that and you kept growing.
Now, let's get into like dead zones.
You've been through it.
You've been on the other side of it.
You figure out how to fix it.
What is a dead zone?
Why did that happen?
When did that happen?
- So a dead zone for us was really when growth
started to slow on the new sales side
or, and sometime like there was one time
where this happened at the same time which was really tough,
customer attention started to drop significantly.
And we didn't have a clear answer
as to why either of those things were happening.
And so this was that time period kind of between 2017
through like 2019 where our growth in sales started to slow
and then we started to have churn issues
with some of our largest customers.
In fact, we had a quarter where four
of our largest customers representing a lot of ARR
all churned at the same time
within like a month of each other,
which was a really big punch to the gut,
'cause that meant we had to go through...
We had decided at that point,
we weren't gonna raise another fundraising
around anytime soon,
and that kind of like just made that overtly clear.
And so we had to go through rounded layoffs
to right size the business and get it to profitability
as a result of that, which is a very tough thing to do,
but ultimately made us way stronger over the long term.
So that like was a big dead zone
because we didn't have a good reason why.
We tried things like going international.
We tried going down market to like longer tail publishers,
but none of that stuff was really working.
And in fact, like some of the churn issues
could be pointed towards going after more of the long tail,
which made us focus less on those bigger customers.
So, you know, I think all that combined
was just like really unnerving for us as a business
and we had to figure out what was going on.
And so when we right sized the business
to get that through that,
we kind of took a lot of our business functions
down to zero.
We reorged the customer success side to really be focused
on instead of just generic customer success rather
to be focused on annual renewals,
and like that was where they were really incentivized
to perform against.
We brought our marketing team basically down to zero
and we had some people that were like helping out with that,
but it was basically zero people in marketing.
And then we hired a new chief revenue officer
to help us on the sales side in general.
He decided to join the company before the shit hit the fan
with like our customer churn.
And to his credit though,
like when that all that stuff happened,
I had a beer with him and I was like,
"Hey man, I just wanna make sure like, are you in for this?"
He's like, "Yeah, I'm totally in,
like this is something where it happens
and I didn't join you guys because of like a few customers
that might churn or not.
I joined you guys for the longer term stuff."
So kudos to him for sticking around.
And that's when we really had to start rebuilding
and we were able to rebuild,
we were able to fix the customer churn issues,
we were able to get the company growing again,
but it was still kind of slow
or growth than we would've liked
and I can get to kind of like that's
when we were right at the 10 million mark
and that's where we hit like our second dead zone
where it was just,
and this is where it also comes back to
I kind of knew what was the answer and what was going on,
but I didn't push it through hard enough
until I saw your video, TK.
- Okay, we should talk.
So these dead zones happen.
And I think like, you know, on one hand
getting to 6 million or 10 million annual recurring revenue
is phenomenal and a great target.
And in a way, like it does make you unstoppable
because it's like that revenue will just keep on going
as long as you tend to certain things,
but it's not guaranteed.
And so what you're saying is like,
look, it happens very often and we've seen this at 6,
10, 20, particularly at 20 also where it just slows.
You're doing the same thing.
It's not like such and decided to just go to the beach
for like a quarter, and it's like,
"You know, whatever, man, we're good."
It just slows, and you have to keep reinventing.
And that's what you guys, it seems.
- You have to keep reinventing.
And you know, at least in B2B SaaS,
which Parse.ly was in like,
I always felt like our growth rate
was almost like a step function
where even if you get to the places
where we started to grow really exponentially,
it was still kind of like...
Right? Like it would go up significantly
and I could almost like look back on our ARR choice
and point to the decisions that we made
that caused that next phase of growth.
And so I think like an important lesson that I took away
with dealing with dead zones,
or just like thinking about the business overall
is that you can never be complacent
even if things are going well
because to get to the next level,
you have to do something more almost every year,
you have to do something different.
You have to add something to the team, to the strategy,
to the product suite, whatever it might be
to like really keep that growth rate going.
Because if you don't do that
and you kind of just rest on your laurels
with what you have, eventually that does slow.
And again, that's like relative to kind of like
mid-market enterprise B2B SaaS,
maybe there's an argument for other types of companies
where that's not the case,
but don't have experience there.
- All right, so that's principle number one and two, right?
Are you starting to get this?
Principle number one, there are inflection points.
You have to keep working at product market fit,
keep revamping your GTM.
And principle number two is these dead zones do exist
and if you happen to see that happening,
if you start to see the slow,
and if you start to detect these things,
you feel it in your spidey sense
'cause that's what founders have,
you have to take decisive action.
Are you starting to see the power in this?
Are you starting to see the power
in exactly how important it is
to consistently keep working on your go-to-market strategy,
on your product market fit so that you get better
and better and better.
If you starting to see the power in this,
can I just get a yes in the comments below?
Also smash out like button for the YouTube algorithm.
It really likes it when you do that.
Lastly, before I go into principle number three,
if you're in that stage, if you're in the early stage,
and you're looking to figure out
like how important a go-to-market strategy is,
and you're looking to drive growth
to get to that next inflection point,
then I encourage you to check out
my SaaS go-to-market coaching program,
which is the exact framework that we follow
that Sachin is describing to actually revamp companies
and drive growth for SaaS businesses.
Now, you don't have to go anywhere right now.
I'll tell you more about it at the end of this video,
I'll link to it below,
but let's go to principle number three,
which is the most important part
on exactly what Sachin did to get out of that dead zone
and drive profitability, drive growth,
and eventually an exit that was wildly successful.
So principle number three is you have to consistently revamp
your go-to-market strategy, right?
What worked for you to get to some revenues
will not work for you to get to a million.
What worked for you to get to a million
will not work for you to get to 3 million
and maybe 6 million and maybe 10 million
and maybe a hundred million.
You have to consistently work at it.
And it's the founder's,
and it happens to the best of us
that are like get comfortable.
We're like, "Yeah, this will work.
Let's just keep operating the machine."
That isn't hyper paranoid about
what's our product market fit looking like,
what's the market looking like, is the market big enough?
What's our go-to market strategy?
How do we tweak our go-to market strategy?
It's the founder that's not constantly thinking
about these pieces and elevating the leadership team,
they will fall into the dead zone and that's perfectly okay,
but it's the founders that don't do anything about it
to revamp their go-to market strategy,
to continuously revamp and upgrade how they go to market,
how they think about their message,
their narrative, their ICP,
those are the ones that don't live to tell about the story.
And so in this part of the principle,
what I wanna cut into is exactly what Sachin did.
How he approached consistently revamping
his go-to market strategy.
And specifically for him, exactly the framework he followed
to bring together his leadership team
and revamp the go-to-market strategy
so that they could unlock that growth.
So let's cut into that right now.
I've known Parse.ly forever.
I got on a call with Android,
I think like three years ago for like something.
And then you messaged me and you're like,
"Hey, by the way, can we get on a call?
I watched a video of yours, we applied it.
And anyway, you don't even know what we saw our company.
And the video helped in a small way."
I'm like, "That's crazy."
And so we got on a call.
- I didn't even say in a small way.
It helped in a large way.
Yeah, that's definitely.
- Well, you're gracious, thank you.
Let's talk about that.
So it's slowing and you're in this dead zone
and there are multiple dead zones
and you're just like, "What the fuck is going on?"
So what was the thing that was like, "Okay."
And you also hinted like there are some things
you're feeling in your gut and as a first time founder,
you never know when to trust your gut fully.
Second time, you're like, you know when to trust that guy.
So let's walk us through that. What happened?
What'd you see in the video?
What'd you do?
Like, how did you break through?
- We were slowing, but like I knew you guys
could probably even hear why we were slowing.
Like we were slowing because we were still
in the same market,
and that market was not big enough
to sustain the growth levels that we wanted.
Now, we've always had a belief though at Parse.ly
that it's not just the online publisher market
that we can serve, we can serve anybody
that cares about understanding the value
of content they produce.
And if you look at any kind of like company nowadays,
even a lot of startups,
they're producing content for marketing purposes.
And I know a lot of founders that I talk to
that have content marketing arms that say,
"Yeah, it's like, kind of cool,
but we have no idea if this actually
is adding value to us or not."
Maybe, you know, you TK excluded this
'cause this content is like what you live and breathe here.
And that is some of the biggest value
that you get out of what you produce.
I know that very viscerally.
Like we had that belief like everybody
that cares about producing content
is going to need Parse.ly Analytics.
And we even had inbounds coming in from other industries,
like from sports and entertainment,
from professional services, from investor relations,
from CPG companies and we were doing deals there.
And I just kept on seeing those signals
and I knew like we have to like break out of this zone
of selling to publishers
and we have to go after the broader market,
'cause all the signals are pointing to that.
And every single time I'd try to get my team into a room
and maybe I just wasn't convincing enough,
they would always put up like obstacles to me.
They would say like, "Yeah, but like this company
is an out outlier.
They're acting like a publisher
that's why we could sell to them."
Or you know, like, "Yeah, this might be
a interesting company to go after,
but like that's not a trend.
That's just like one company that's doing it."
And I kept on getting placed with these objections
and naturally, everybody would just go back
to what they were used to, which is selling to publishers.
And so, I was just like pulling out my head,
like how am I gonna get this team to wrap their heads
around the fact that there's a much larger opportunity.
And Andrew also like we would have founder conversations
where we would talk about this too.
Me and Andrew just be like, how do we make this happen?
And I think it was your video
on how to run a GTM offsite that I watched.
And that video talked about how to structure it
in a way where you do have a thesis that you're bringing
as the CEO of the company to that meeting,
but you're using all the data internally
to help lead the horse to the water,
to help people come to their own conclusions
and then like build the go-to-market strategy after that.
And it all started with a deeper look
at what the ideal customer profile was.
And so, prior to the GTM that the like offsite
that we scheduled and this was with...
Sorry, it wasn't just GTM,
it was with all of our business leaders,
all of the managers underneath the business leaders,
all of our product leaders
and all the managers underneath them.
So it was a group of maybe like 25 of us
that were scheduled to do this.
And we started out by just looking at the data
and like diving into the data and saying like,
"Listen, if we take a look at the companies
and customers that we have
that we wouldn't classify as digital media,
what is similar about them?
Who is using the product?
What value are they getting out of it?"
We really honed in on what that looks like
and who that person was, what the titles were?
Like we went all in on that stuff.
And then from there,
we tied that back to like our channels
and we said, "Okay, well, like what does that look like
in terms of what we're doing from a channel perspective?"
We just hired a new kind of BDR manager.
We just hired a VP of demand gen and these people were fresh
and they had fresh perspectives into this
and they're like, "Oh yeah,
of course we can go after this segment, right?
Like here's all the ways that we can do that."
Then we focused on the messaging and like,
"Well, how would we talk to them?
What did they say to us when they were buying our product?"
And then we went to the product itself.
It's like, "What would help evangelize this even further
with this space?"
And so that happened from the offsite happened in September
and in December, we had changed the business like 180.
And we were going after this whole new segment
and it was just flying off the shelves,
like growth rate was up hugely relative to where we were.
We were closing deals left and right.
I had a stretch goal that I presented to my investors
that we would be at a certain revenue scale
with a certain growth rate.
I presented that to them in the board meeting,
they're like, "Wait, you guys are trying to do this
while staying profitable?"
Like "Yeah, we can do it all.
Like all of this is possible."
And they're like, "Listen, if you guys do this,
this is a whole another category that you're in.
This is really impressive."
And not only do we do that, we beat that.
And then obviously,
that led to like a really successful acquisition.
But it all started with just pulling at that thread
in a thoughtful, more meaningful way
than I had done in the past.
And like really saying to the team like,
"Listen, we're gonna do this as a group,
but the data's here.
Let's look at the data.
Let's use this to reconstruct our whole revenue engine
and then tie that back to the product roadmap
in a way that's gonna generate value
for this group of customers."
- I think it's so crazy 'cause you know, as founders,
we're essentially creators.
Our jobs is to create.
Take nothing and create something out of that.
And we're good at that.
And a lot of times, our default lever
is to go create something new,
but more often than not in these dead zones,
it's not a one more feature,
it's how do you really, really understand what you built
in the first place that people to love
and what aspect of it do you love.
So I'm not surprised to hear that it was like
the core product was the same.
A new narrative always informs the roadmap
to make it truer and the pricing packaging.
But the true essence of it is still what you guys got
to 10 million with.
It was just really repivoting.
It happens so often.
Why do you think that happens
where our national inclination is,
"Oh man, we gotta like build a new product or a platform
or pivot really hard."
Whereas it's really more the intangibles
of how we talk about the product.
- I think the reason why it happens
is because part of the repivoting is being true
that maybe you haven't operated the current product
in the best way possible.
And that was certainly our case
is like we had this product that was comprehensive,
that was delivering value,
but you're basically saying,
"Hey, you didn't point it at the right things.
That's kind of on you."
It's way more fun maybe and way easier to say,
"Well, if we built this other thing,
if we did this other thing,
then that would solve our problems."
Instead of saying, "Well, you kind of just didn't do it all
the way at full stop that you could have done it."
Then, so you need to take a really objective look
at what you have built today
and where you're pointing that at
and figure it out if that's the right thing.
And sometimes that can be harder
'cause it's a little bit of a scarier truth than saying,
"Well, we just need to build an additional thing."
And I think for a lot of CEOs
and a lot of people on the like business side
of the organization,
it's easier to point fingers to product and say like,
"Hey product, we just needed this other feature.
Like this feature has been asked for like the past
like year by X number of customers,
if we only had that feature." Right?
But that never is going to be the solution.
A single feature for 99% of you is not gonna be the thing
that makes it, it's really gonna be the intersection
of the product, the value, and the customer segment.
And for us, it was really about the customer segment
and the value that we were communicating to them
that needed to change.
And once we changed those two areas,
the product just fit right in
and that's when the magic happened.
- All right, so those are the three principles
that I had for you from my conversation with Sachin.
And I wanna thank Sachin so much for being so gracious
in sharing his journey so that all of us founders
that are in the trenches can learn from him
and actually apply these things.
And just see like, look, go-to-market is important.
A framework around go-to-market is real and works so well.
And so just to recap the principles,
number one, there are natural inflection points
as you're driving growth for your SaaS business
and each of these inflection points,
you have to keep revamping your go-to-market
because there are dead zones.
And if you see any sort of slow down,
your spidey sense goes up, you have to take decisive action.
And the best way to take decisive action
is to consistently look at revamping
your go-to market strategy, you're messaging,
your ICP and the way you run your strategy,
the way you execute on your go-to-market,
to make sure that you can hit escape velocity
and continue to grow your SaaS business.
And you know exactly what to do to do that.
Now, what you may not know is exactly how to build out
and execute on a go-to market strategy.
So this is why I run my SaaS go-to-market coaching program.
Inside of this program,
we help you revamp your go=to-market strategy,
go from a undefined go-to-market strategy
to a well-defined and scalable one by building out your ICP,
crafting your differentiated messaging with the manifesto,
and then running a consistent set of sales
and marketing activities that are scalable
called a Broadway Show to drive pipeline and drive growth.
And you work directly with me when you join the program.
We have over a hundred founders in the program
where I give you this step-by-step instructions
on exactly how to adopt this framework.
I also coach you directly to make sure
that you are set up for success and you're fully supported.
So you wanna learn more about this
and you wanna revamp your go-to-market strategy,
you wanna accelerate the growth of your SaaS business,
just go to tkkader.com/gtm, tkkader.com/gtm,
and all the details are gonna be in there.
And one thing worth mentioning is we have had founders
join this program in all different revenue brackets
because what we found is just like Sachin,
there are dead zones that happen at 10 million ARR
or 20 million ARR or when they're launching
a second product.
And so we've had upwards of 75 million ARR founders
go through this go-to-market program
because what they found was regardless
of what their current revenue was,
they didn't have a path forward
so they had to reset their go-to-market.
And of course we have plenty of early stage founders
that are driving a 3 million ARR to accelerate their growth
with the scaleable go-to market strategy.
So if you wanna work together,
just go to tkkader.com/gtm and all the details are in there.
You sort to fill out a little form,
we'll get on a call
and we'll make sure that you're set up for success
and you're the right fit based on where you are
in your business.
tkkader.com/gtm.
Also, if you got value from this video,
please smash out like button for the YouTube algorithm.
I also drop an episode every single Sunday
with actionable strategies, tactics, and stories
from the trenches, just like Sachin
on how to grow SaaS company.
So be sure to the subscribe button and that bell icon,
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please share it with them.
We wanna spread our message.
We wanna help as many SaaS founders as possible.
And lastly, remember everyone needs a strategy
for their life and their business.
When you are with us,
yours is gonna be unstoppable.
I'm TK, I'll see you in the next episode.