From 2 engineers who didn't enjoy selling..to $1bn ARR

not just another manic monday ͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­͏   ­ Forwarded this email? [Subscribe here]() for more Get 1% smarter everyday with NextBigWhat subscription! Refer a friend and get access to premium content. [Refer a friend]( --------------------------------------------------------------- [From 2 engineers who didn't enjoy selling..to $1bn ARR]( not just another manic monday Sep 5   [READ IN APP](   In the last few weeks, I have spoken to 38 SAAS founders (across all stages - early to unicorns) and if I have to sum up SAAS advice from all, it is this [Upgrade to paid]( Sell to Enterprises. Avoid SMB. Mid-market? That's for losers. Again, avoid SMBs (you will die in no time) This is the standard playbook followed by most (Indian) SAAS startups - they start with mid-market focus, get some traction and then pivot to enterprise segment, i.e. sales-heavy and NOT AT ALL product-focused. [Lego unicorn toy]( But then, there are always the ones who take a different path (founder mode) and care a shit about playbooks. One such company is monday.com, which is pretty much an anti-thesis to all the standard SAAS playbooks. --------------------------------------------------------------- What about monday.com? For the starters, monday.com is a work productivity platform that allows organizations to customize their work management tools (be it project management or CRM etc). What's interesting about Monday is that it is at $1Bn ARR with majority of customers coming from SMB space, which is a very different take on SAAS space (where everyone is selling to enterprises). There are some points that need to be highlighted: Customer growth In the times we are in, most SAAS companies are struggling to grow their customer base. But not Monday - they are growing at 20% annually, even at 225K+ customer base. [Share]( SMB rocks - 22% of monday's customers are still very small — less than 10 users.  - 10+ Seat Customers Are 78% of Revenue - 20% are now $100k+ deals This is a completely different take on SAAS - most of the saas businesses eventually end up serving the enterprise space and Monday is all-in on SMB. What's the secret? Apart from the fact that monday is a consumer grade product and they focused on non-tech customer segments, the founders are clear about one thing - that they are engineers and aren't the best sales people. And this translates to building better products and solving customer's JTBD (rather than dancing to the standard SAAS-y tunes, i.e. ditch the SMB and sell to enterprises). In fact, as one of the analysts pointed out - monday is few of those companies making money using AI (without screaming AI..AI). I went down the monday's rabbit hole and sharing big ideas I curated from Eran Zinman, co-founder and co-CEO of monday (from his interview with Jason Lemkin) Not all product-market fits are equal: Eran Zinman P&L profitability is not the way to optimize your company. Free cashflow is much better : Eran Zinman Performance Marketing Mastery monday.com's growth has been heavily driven by efficient performance marketing (FB ads worked very well in the early days and helped them reach the non-tech segment). They meticulously track the cash flow from marketing spend to customer payments, allowing them to reinvest quickly and scale rapidly. This approach enabled them to spend far more on marketing than their initial capital would suggest. Performance marketing is a powerful tool when used correctly. Track every dollar spent and received to optimize campaigns and maximize ROI. This data-driven approach allows for confident scaling and efficient growth. Multi-Vertical Strategy monday.com's flexibility allowed it to expand into various non-tech industries, providing resilience against sector-specific downturns. This diversification has been crucial to their consistent growth, with 70% of customers coming from non-tech sectors. Expanding into multiple verticals can provide significant growth opportunities and risk mitigation. Look for ways your product can serve diverse industries and tailor your marketing accordingly. Cash Flow Focus The company prioritized cash flow efficiency from day one, measuring the time between cash spent on marketing and cash received from customers. This focus on cash, rather than traditional SaaS metrics like LTV and CAC, allowed for more accurate and actionable insights. Prioritize cash flow metrics over traditional SaaS KPIs. Understanding the real cash cycle of your business can lead to more efficient operations and faster growth. Product Flexibility and Gradual Discovery monday.com's platform allows customers to customize their experience, reducing feature requests and support needs. They focus on providing immediate value and gradually introducing more complex features as customers grow. Design your product for flexibility and customization. This approach can reduce support costs and increase customer satisfaction. Introduce advanced features gradually to avoid overwhelming new users. Efficient Growth Model Despite rapid growth, monday.com has maintained strong cash flow efficiency. They achieved this by optimizing operations, focusing on what works, and being willing to cut inefficient initiatives. Strive for efficient growth rather than growth at all costs. Regularly assess and optimize your operations and be willing to cut initiatives that aren't delivering results. - Optimize NRR and growth retention. - Going enterprise market (has a huge sales team) certainly drove NRR - 30% of revenue is sales-driven while the rest is product-led "I always said I want to build the most amazing product. What I found is that the most amazing product for Enterprise companies is to have a person talking with them. You know, it's like they want to talk with somebody, they have security issues, they have governance, they need help and this is just a better product. *notes curated from SaaStr and marketwatch website You’re currently a free subscriber. For the complete experience, upgrade your subscription. [Upgrade to paid]( India based subscribers can subscribe using the Razorpay link below (as Stripe doesn’t work with all Indian cards). 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