VP of sales at XYZ company or the head of marketing at
Posted: Sat Feb 22, 2025 9:34 am
Yes, that’s true. Oh yes, I totally get what you mean. Many SaaS companies aren’t really disruptive and don’t offer the huge benefits that venture capitalists are looking for. So it’s often not a good fit.
Steven:
Also, it's better suited for growth equity. The revenue is real, so the companies can be profitable. They're relatively predictable. If you're building the next Instagram, it's impossible to predict which one is going to win because there are six versions of the video and it's hard to pick a winner, it happens so fast, and sometimes it's not clear why one wins and why the other wins. PE firms don't like to have goose eggs on their balance sheet. They don't like companies going bankrupt. They want things to be more predictable, so they lose less but make less, which is a good fit for the SaaS space.
Steven:
Once the train leaves the station, once you've taiyuan cell phone number list built up some SaaS proficiency, it's hard to lose. It's just a matter of whether you're going to win big or whether you're going to win small. Once you get to $10 million in revenue, let's say the company has legs, it's going somewhere. We don't know if it's going to be listed, but as long as the growth rates are good, and they can value them, they're going to get the return they're looking for.
Jeroen:
Yes, that’s true. Are there any companies or founders you admired when building Badger Maps?
Steven:
I think I'm a lot of them. I love listening to SaaS podcasts and hearing all these different founders. I also love SaaS podcasts where you might hear from a line manager, like the Gusto or whatever. I love hearing from people, not just the people who run the company or founded the company, but for companies, it's more at the scale of hearing from the people who run the different lines of business. It's really helpful for me to get exposure to that. How they think, what they hear, and what it looks like to be someone who's really great at a certain role.
Steven:
Also, it's better suited for growth equity. The revenue is real, so the companies can be profitable. They're relatively predictable. If you're building the next Instagram, it's impossible to predict which one is going to win because there are six versions of the video and it's hard to pick a winner, it happens so fast, and sometimes it's not clear why one wins and why the other wins. PE firms don't like to have goose eggs on their balance sheet. They don't like companies going bankrupt. They want things to be more predictable, so they lose less but make less, which is a good fit for the SaaS space.
Steven:
Once the train leaves the station, once you've taiyuan cell phone number list built up some SaaS proficiency, it's hard to lose. It's just a matter of whether you're going to win big or whether you're going to win small. Once you get to $10 million in revenue, let's say the company has legs, it's going somewhere. We don't know if it's going to be listed, but as long as the growth rates are good, and they can value them, they're going to get the return they're looking for.
Jeroen:
Yes, that’s true. Are there any companies or founders you admired when building Badger Maps?
Steven:
I think I'm a lot of them. I love listening to SaaS podcasts and hearing all these different founders. I also love SaaS podcasts where you might hear from a line manager, like the Gusto or whatever. I love hearing from people, not just the people who run the company or founded the company, but for companies, it's more at the scale of hearing from the people who run the different lines of business. It's really helpful for me to get exposure to that. How they think, what they hear, and what it looks like to be someone who's really great at a certain role.