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What’s next for Fintech SaaS innovation?

Panintelligence

While there are no signs that innovation in Fintech SaaS is slowing down, vendors have never faced greater challenges. Yet, while times are tough, I’d argue we may be about to enter a golden age of Fintech SaaS innovation. So, how can vendors respond to this double-squeeze and what’s next for Fintech SaaS innovation?

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In The Early Days, You Won’t Have Enough Customers. But Your Mini-Brand Will Come to Your Rescue.

SaaStr

It’s not scaling fast enough. If you serve those customers well, and remain innovative — you most likely will build to and have a Mini-Brand. Remain innovative on the product side. No real Mini-Brand until early 2007. And that won’t grow fast enough, at least not from a founder’s perspective.

Branding 280
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5 Interesting Learnings from UserTesting at $160,000,000 in ARR

SaaStr

So UserTesting is a case study on how great SaaS can be (innovating and creating a market leader, and driving it to $160m+ ARR) … and also hard SaaS can be. Stuck with per-seat pricing from 2007-2020, but added flex pricing in Q4′ 2020 — and quickly went to 20% of revenue. The times they are a ‘changing here.

Scale 214
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Ok, Google: Scale my SaaS business

Intercom, Inc.

On this week’s episode of Scale, Matt Rogers, Head of SaaS Initiative at Google, is here to enlighten us. Over the course of his conversation with Amanda Connolly, Matt covers the challenges faced by SaaS companies both starting out and scaling in today’s swiftly evolving market. And we’re early.”.

Scale 118
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Instacart

Andreessen Horowitz

There wasn’t a ton of game film on key issues including growth, new market performance, nor the ability to sign and scale grocer partnerships. The more I got exposed to the details behind the Instacart business, the more it reminded me of OpenTable (where I had been CEO from 2007-2011). billion to $20.7 billion from 2019 to 2020.

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Finding the Next Wave of Growth: S-Curves and Product Sequencing

Casey Accidental

Most companies have a primary acquisition loop that drives this scalable growth, and unfortunately, there aren’t that many acquisition loops that really scale. Even when they scale, they eventually asymptote, and companies need to find new ways to grow. This can be new growth loops for the same product, or entirely new products.

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The Playbook to Scaling High-Performance Teams with Gusto COO Lexi Reese (Video + Transcript)

SaaStr

So a playbook on scaling high performance organizations in 30 bit minutes. So the time that I was at Google was 2007, so pre the 2008 recession. So big, big scale. The post The Playbook to Scaling High-Performance Teams with Gusto COO Lexi Reese (Video + Transcript) appeared first on SaaStr. Lexi Reese | COO @ Gusto.

Scale 177