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Sequoia India: 22 Things We Learned from SaaStr Annual

SaaStr

They are hiring leaders, building teams, and attracting advisors in the US while devouring the SV SaaS playbook. AI is likely the next platform, dev tools are strategic given the scarcity of developers, cybersecurity is front and center for enterprises, and the data stack is still going strong. Silicon Valley has a deep talent bench.

Scale 208
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Sales-led Vs. Product-led: Why You Don’t Have to Choose

SaaSOptics

In a sales-led model, sales processes and teams are the primary drivers of revenue growth. Each has its strengths and weaknesses, but neither is better or worse than the other. On the other hand, PLG companies are introducing sales teams and processes to deal with being pulled upmarket as their existing customers grow. .

Scale 97
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3 Unusual Drivers of Early-Stage Growth

OpenView Labs

The same was true when I ran the People function at a software development consultancy that doubled its headcount to ~100 while reducing attrition from 40% to 5% voluntary in 18 months. The question becomes: “Who do I want on my team—and why?”. A final comment on purpose: It should come from your team.

Scale 84
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When Does Open Source Make Sense for a Business?

OpenView Labs

Many companies are strategic consumers of open-source software as a means to reduce the burden on their software engineering team to build everything from the ground up. Open-source communities typically fall into one of two buckets: user communities or developer communities.

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A Detailed Comparison of Stripe vs. Paddle vs. FastSpring (With Reviews)

FastSpring

Luckily, most developers find it easy to integrate Stripe with most other software (however, you have to pay for each software separately). Most companies using Stripe also need additional staff to manage sales tax (and VAT) and regulatory compliance. Stop bad actors before a transaction is even processed.

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Elad Gil on catapulting into hyper growth

Intercom, Inc.

As VP of Corporate Strategy at Twitter, Elad Gil was a key player as company headcount skyrocketed from 90 to 1,500 employees. This wasn’t Elad’s first experience with hyper growth – Google grew headcount 10x during his time as a product manager there – nor the last. The second is employees.