Remove Fractional VPE Remove Onboarding Remove Outsourced Development Remove Scaling
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The Founder’s Guide to Developer-led Growth with WorkOS (Video)

SaaStr

Developers act, think, and behave differently than your average customer. As an API-first company, WorkOS focuses on selling primarily to developers. Doing Business with Developers. Developers haven’t typically been the buyers in enterprise software, so why should you build for developers?

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Founder’s Guide to Scaling Applications: When to Build, When to Buy and What Breaks by Algolia Co-founder (Video + Transcript)

SaaStr

When it comes to seamlessly scaling your applications, a top-notch engineering team will be your foundation. Julian Lemoine, Co-Founder, and CTO of Algolia will share his lessons learned on how to stay focused and innovative as you scale while also avoiding the innovation for innovation’s sake pitfalls. Of course, not at scale.

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SaaStr Podcast #356 with Atrium Co-Founder Pete Kazanjy

SaaStr

How do the best onboard their sales reps? How can sales calls be used for new rep onboarding? Like a VP of engineering would go to some conference, and hear someone on stage talking about how they need to be spending all their time doing recruiting, etc, etc. How should they structure their comp plans? *

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PODCAST 65. The Framework to Deliver Exceptional Customer Success w/ Kim Rose

Sales Hacker

Kim herself is an incredible executive, and she walks through both professional lessons about how to scale a customer success organization, but also life lessons about how to reenter the workforce. She has more than 15 years experience building and scaling customer focused organizations at SaaS companies. It’s a fantastic show.

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Dharmesh Shah of HubSpot: From Day 0 to IPO. What Went to Plan. What Most Certainly Didn’t (Video, Podcast + Transcript)

SaaStr

Hire the VP of Marketing, MBA, the VP of Sales, MBA, the VP of Customer, MBA, the VP of Engineering, MBA, and now, the odds of any semblance of survival, let alone success, are vanishingly small at this point. The issue the SMBs had was, “Well, I’m a 20-person consulting company. It got better.