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Be the Up in a Downturn: Advice From SurveyMonkey’s Tom Hale

OpenView Labs

Those who went through the 2001 and 2008 economic downturns emerged with valuable lessons on navigating a crisis—not to mention a heck of a lot of resilience. So we had to prune back even as we were pivoting the teams and the leadership to chase a new opportunity. And we introduced a subscription business model.

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Are We Due for a SaaSacre?

Kellblog

2008) it can get well below 5x. 2008, 2015) it’s not outrageous to think that multiples could drop towards the middle or bottom of that range, i.e., closer to 5 than 10 [6]. Looking at the blue line, you can see that while it’s pretty volatile, eyeballing it, I’d say it normally runs in the range between 5x and 10x.

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From Slooooow Growth to Hypergrowth with Collibra and Insight Partners (Video + Transcript)

SaaStr

How does a startup that launched during the financial crisis in 2008 become a unicorn company in 2019? When, when did you guys initially get it founded and what was the business you started with? So we started in 2008 June, 2008 I think and in three days we would celebrate our 11th birthday. Felix : Yeah, sure.

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SaaStr Classic: Jyoti Bansal of Harness.io and AppDynamics; Dev Ittycheria of MongoDB (Video + Transcript)

SaaStr

And the third thing is what is it about the product or the business model that they’re basically contemplating that gives them a very defendable technology advantage? How defendable is the technology of the product or the business model? And so those depending on the stage of company, those have varying factors.

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Mental Models to Help You Grow

Sales Enablement, SaaS and Growth

Customer > Team > Individual During my time at HubSpot, the leadership team shared this mental model to help with decision-making. Again, it was an easy to use model which scaled effective decision-making. Put simply, enduring companies have moats which defend their business model - they are a competitive advantage.

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Is Strategy Dead in Tech? The Winners Don’t Think So

OPEXEngine

They define a bold path to leadership, they make difficult portfolio choices, they allocate resources strategically and they build strong capital structures. Since 2008, its revenue has tripled and its stock price has soared 14-fold in response. What they don’t do is get bogged down in process or complexity.

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Subscription Rockstars: How HubSpot Went From Zero to $500+ Million in Annual Revenue

Chargify

2008: 317 customers. 2008: 42 employees. Most notably, $5 million in VC funding from General Catalyst in 2007, $12 million in VC funding from Matrix Partners in 2008 and $16 million in VC funding from Scale Venture Partners in 2009. So, they chose to focus on growing fast and achieving industry leadership in their space.