Metrics and data

Learn How to Calculate Different Forms of MRR This post is part of our Most Valuable Metrics series, helping your company understand how to develop a holistic framework for tracking your performance and telling your story to everyone who matters to your business. You can find previous posts in the series here: Your Company’s Most Valuable Metric How to Calculate Lead Velocity Rate (LVR) Stealing the Right Growth Metrics for Your Startup How to Calculate Bookings What is your Investor Net Promoter Score? How to Calculate SaaS Churn How to Steal the Right Growth Metrics for Your Startup Like every SaaS business, consistent subscription revenue is vital to your success. That’s why knowing your Monthly Recurring Revenue, or MRR, is so important. MRR is a measurement of the total predictable revenue you expect to make on a monthly basis. Here’s a very simple example of MRR. You have three customers with the following subscription rates. Customer X pays $75/month Customer Y pays $50/month Customer Z pays $25/month Your total MRR is $75 + $50 + $25 = $150. Net MRR gives your company a holistic overview of revenue gained from new subscriptions and upsells/upgrades and revenue lost from downgrades and cancellations. MRR might not be part of GAAP (Generally Accepted Accounting Principles) or IFRS (International Financial Reporting Standards) but because of its importance in raising capital and gauging your sales and marketing success, it is crucial to understand and calculate correctly. Unintentionally misrepresenting your business to potential investors or developing your business plan on faulty data could spell disaster for your company. To start, when calculating your MRR, do not include the following. Full value of multi-month contracts: If you have quarterly, semi-annual, or annual contracts, normalize them to a monthly rate. Take the full subscription amount paid and divide it by the number of months in the contract. For example, your customer pays you $1,200 for an annual subscription. Dividing that by 12 gives you a monthly rate of $100 which you should use in your MRR calculation instead of $1,200. One-time payments: One-time payments are not recurring, so you shouldn’t include them in your MRR calculation. One-time payments are not the same as multi-month payments. Even though a customer is paying a lump sum payment for those months, you expect the customer to make another lump sum payment at the end of the subscription period. With one-time payments, you don’t expect the customer to make another subscription payment. Trialers: Until trial customers convert to being regular customers, don’t include their expected subscription values in your MRR calculation. Now that you know how to determine your MRR and understand what should be excluded, you can calculate your net MRR. Net MRR includes the following: New MRR: MRR from new customers Expansion MRR: MRR from gained from existing customers when they upgrade their subscriptions Churned MRR: MRR lost from existing customers when they downgrade or cancel their subscriptions So, the formula for calculating Net MRR is: Knowing the three elements of Net MRR is critical to understanding how your business is growing. Ideally your Expansion MRR should be greater than your Churned MRR each month. If it is, then you’re doing something right with your existing customers! Want to read more on Monthly Recurring Revenue and how it impacts your business as your grow? SaaS Metrics 2.0 – Detailed Definitions from Matrix Partners’ David Skok Why most SaaS startups should aim for negative MRR churn by Christoph Janz of Point Nine Capital SaaS Metrics for Fundraising from Intercom’s Bobby Pinero Diligence at Social + Capital: Accounting for Revenue Growth from Jonathan Hsu

This post is excerpted from our first book, The Ultimate Guide to Startup Data Distribution. You can download the book for free and learn more about how other top companies are building and operating high-impact data distribution systems to keep everyone that matters engaged in the their business. Check out the other parts if you haven’t already: Part 1. The Ultimate Guide to Startup Data Distribution Part 2. Your Company’s Most Valuable Metric Part 3. How to Find Your Company’s Storytelling Framework Part 4. ‘Steal’ the Right Metrics for Your Company (Coming Soon) You can also find more on the topic of Startup Data Distribution here: The 3 Key Pillars of Startup Data Distribution – OpenView Labs How to Tell Your Company’s Story – Medium To use a line from David Skok (the Godfather of SaaS metrics), “good metrics should be actionable and drive successful behavior.” To accomplish this, you first need to determine the end definition of “success” for your company. Since the mix of factors leading up to this point (Business Model + Stage + Audience), as well as the overall goals of every company, are different, there is no one size fits all approach to selecting your MVM. The primary reason to have a single, holistic metric for your business is to cut out the noise that comes with trying to track (and take action on) everything so that you can hone in on the one thing that drives your success. Read any startup post-mortem and you’ll quickly realize the negative impact that lack of focus can have on a company. As you will see in the illustrations below, even growth stage and public companies often have a single MVM that they aspire to grow each period. In many cases, like with Airbnb or Meetup, the same MVM has been a guiding beacon since the early days. Our Most Valuable Metric At Visible, the metric most tied to our “success”, our MVM, is the number of companies we have actively using the platform on a monthly basis. The progress that we make on this metric helps us understand the performance of each one of our teams and can help us identify parts of the business bottlenecking our growth. First of all, it gives us a good idea of how many people are coming in to the top of the funnel through different inbound and outbound channels then lets us know if our product is effective at “activating” those companies. Then, if a company is coming back to Visible each month to track and distribute their performance data, they are more likely to be inviting their investors, advisors and team members. As more companies in an investor’s portfolio begin sharing updates and metrics, the investor is more likely to become a paying customer. Similarly, team adoption within an organization grows as companies invite more employees. In addition, since so many of the companies on Visible are what would be considered early or growth stage businesses, their continued expansion will bring new stakeholders into the fray, adding to the number of people who rely on us for the organization of their most crucial business data. Related resource: Lead Velocity Rate: A Key Metric in the Startup Landscape Early Stage Most Valuable Metrics To give you some inspiration and help get you started, we’ve compiled a list of Most Valuable Metrics for top companies across a number of different stages and business models. Whether you are interested in SaaS metrics like MRR (Buffer) or something a little less common, like Product Hunt’s “Product Page Visits,” you can do it on Visible. Growth Stage Most Valuable Metrics Even growth stage companies often have a single metric that everyone in the business – sales, product, customer success – focuses on growing each period. A holistic measurement of where the business is heading helps you tell your story more effectively and understand which supporting metrics are having the most impact on your growth. Next Steps Need help understanding what Most Valuable Metric is right for your business? We’ve created a series of posts that take a deep dive into some metrics that top startup companies are using to gain insight into their businesses. Lead Velocity Rate (SaaS Metrics) Bookings (SaaS Metrics) Net Promoter Score How to calculate churn rate (SaaS Metrics) We will continue adding to this list each week so feel free to get in touch with any metrics you would like to learn more about.

This post is excerpted from our first book, The Ultimate Guide to Startup Data Distribution. You can download the book for free and learn more about how other top companies are building and operating high-impact data distribution systems to keep everyone that matters engaged in the their business. Check out the other parts if you haven’t already: Part 1. The Ultimate Guide to Startup Data Distribution Part 2. Your Company’s Most Valuable Metric Part 3. How to Find Your Company’s Storytelling Framework Part 4. ‘Steal’ the Right Metrics for Your Company (Coming Soon) You can also find more on the topic of Startup Data Distribution here: The 3 Key Pillars of Startup Data Distribtion – OpenView Labs How to Tell Your Company’s Story – Medium How do you tell your company’s story? Being able to effectively tell your company’s story has never been more important. As a company grows, it acquires more stakeholders – employees, investors, advisors – who need to remain engaged in the business in order to play their role most effectively. When those different stakeholders are empowered with the right information, it leads to better communication between teams, more introductions from investors to potential customers or employees and an overall culture of transparency that endows a feeling of ownership that stretches beyond what shows up on a cap table. What is Data Distribution? Data Distribution describes the systems and processes a company has for gathering key performance metrics and getting them to the right people at the right time in order to support the company’s growth. How your company builds your specific data distribution philosophy centers around how you want to tell your company’s story and who you want to tell that story to. In short, Data Distribution is how well your company turns this… Into this… Why is Data Distribution Important? Taking a company from its first round of funding to ultimate success (define that how you will) is no easy task. Companies fail for a number of different reasons and one of the more inexcusable is a breakdown in communication between founding teams, CEOs and investors, or leaders of different teams within in organization. Building a solid process for your company’s Data Distribution means professionalizing the way that you approach communication to your stakeholders. There is a responsibility that comes with deploying capital for others (often millions of dollars) and employing people (often dozens) to help build your vision. Marc Andreessen touched on this responsibility in a recent interview with Fortune’s Dan Primack. How can I implement Data Distribution at my company? The way that a company tracks and analyzes the key performance indicators around its product development and distribution as well as its customers and employees is key in determining whether its data distribution system will be effective and yield long term positive results. Blake Koriath, CFO at SaaS-focused seed fund High Alpha, likes to start wide when working with companies, focusing first on business model and company stage, then digging into exactly who will be viewing specific metrics and when. Once you understand this and are committed to the idea of building out a data gathering system, your next step is to actually select the full set of metrics that make sense for your company. This is where things can get complicated, as there are hundreds of metrics to choose from as well as different time frames to consider and different ways of calculating certain metrics. Additionally, the amount of data produced in a growing technology company can be overwhelming for teams and founders. Luckily, many thorough frameworks – crafted through years of experience by top investors and founders – already exist and can give you a great baseline to work from, no matter your business model or stage (we dive in depth into many of them in the book). Remember, as Pablo Picasso whose paintings even most VCs can’t afford is credited with saying, “great artists steal.” Many thanks to Nick Podraza for the awesome image. Check out more of his stuff here. Where can I learn more about Data Distribution? We thought you might ask. To start, you can download The Ultimate Guide to Startup Data Distribution, the first book we’ve ever published here at Visible. The book contains 40 pages of tactical insight to help you and your team tell the story around your key performance data more effectively. Get the Book for Free After you’ve read the book, get in touch! We’d love not only your feedback but also to spend 10 or 15 minutes on the phone sharing some of our learnings and helping your company get set up with an effective Data Distribution process. Shoot us an email and we’ll get back to you asap to get something set up!

What is customer acquisition cost (CAC)? Your customer acquisition cost is an important metric used to track your company’s success. It is the sum total of the amount that it takes your business to acquire a customer, including time from your sales representatives and marketing and advertising expenses. The customer acquisition cost definition: the total cost it takes to bring a customer from first contact to sale. A couple of things that commonly contribute to customer acquisition cost are: Advertising costs Cost of your marketing team Cost of your sales team Creative costs Technical costs Publishing costs Production costs Inventory upkeep Of course, when you think about it, it can take a lot to acquire a customer: you may be running dozens of marketing campaigns, have multiple sales departments, and an array of revenue channels. Luckily, your customer acquisition cost formula is going to be comparatively simple: it’s the amount that your company pays to acquire customers in total divided by the number of new customers gained during that time. Why is customer acquisition cost important? Over time, your CAC will also tell you whether it’s getting more difficult or easier to acquire new customers. You’ll be able to look at trends to see when acquiring customers becomes more affordable, and if there are specific seasons during which customer acquisition is more expensive. By using this data, you can optimize your acquisition strategies, and analyze the strength of your business overall. If your customer acquisition costs are going up, that’s an indicator that your marketing and sales aren’t effective. If your costs are going down, your current strategies are working. Customer acquisition cost is closely related to other metrics, such as customer retention, customer lifetime value, and average purchase price. When used in conjunction with other metrics, you should be able to formulate a clear idea of how your company is doing. How do you calculate CAC? If the combined efforts of your sales and marketing team, including any related advertising costs, is $5,000 a month, and you pull in 500 new customers every month, then the total cost of your CAC is $10 per customer: it’s that simple. The lower your acquisition cost, the better — and if your CAC is very low compared to your customer revenue, scaling upwards may be a good option. Tracking your CAC tells you a lot about how your company is operating. If your customer acquisition cost is $100 but your average sale is $50, your business isn’t sustainable; those acquisition costs need to be reduced. If your CAC is $100 and your customer retention cost is $20, retention becomes very important. Likewise, if your customer acquisition cost is $100 and your customer retention cost is $150, your new customer acquisition is more important. How do you improve customer acquisition cost? The best way to improve your CAC is to eliminate expenses that are increasing your acquisition cost. We suggest taking a look at your data and determining what is working best for acquiring new customers. If you are running a paid AdWords campaign and sponsoring events that do not have any attribution to new customers, it may make sense to cut the sponsorship and continue to focus on your paid AdWords campaign. However, you can improve your customer acquisition cost by improving all parts of the funnel. At the end of the day, the more customers you bring in the lower your CAC will be. This means that it may make sense to focus on conversion at lower parts of the funnel. A few concrete examples of how to improve your customer acquisition costs are laid out below: Focus on improving related marketing metric For example, let’s say that you are spending $1000 (with no other costs) and converting 3% of your 1000 website visitors to customers on a monthly basis. That means you are spending $1000 to attract 30 customers — or $33.33 to acquire a single customer. But let’s say we can improve conversion on the marketing site by updating copy, including new buttons, and building new content. Maybe our cost to make the changes goes up to $1200 but we are converting the 1000 visitors at 5%. That means you are spending $1200 to acquire 50 customers — or $24 to acquire a new customer. A huge boost from the $33.33. That is obviously a very simple example with fixed expenses. It is easy to see how you can replicate that idea across your funnel. It may mean getting more website visitors or converting marketing leads to customers. No matter where it is, improving your conversions across the funnel is a surefire way to increase new customers and bring down your acquisition costs. Enhance User Value On the flipside, if you want to increase your customer acquisition costs (or spend more to find new customers), you need to make sure you are giving users value once they become customers. This might mean offering enhanced product offerings, resources, and a stellar customer experience. Implement a Customer Relationship Management (CRM) & Tracking As the saying goes, “you can’t improve what you don’t measure.” In order to improve your customer acquisition cost, you need to have the tools in place to track your acquisition efforts. One of the best ways to do this is by implementing a CRM and keeping the data clean and concise. Customer Acquisition Cost (CAC) examples Customer acquisition can vary greatly based on industry, geography, business model, and lifecycle stage. For example, the customer acquisition for a company with a higher contract value (let’s say B2b software) warrants being higher than a company with a lower contract value (let’s say a customer-facing app). Depending on your business model and market there are many factors that can be included in your customer acquisition cost. On one hand, let’s say we have a B2B software company that costs $100,000 a year. With a high contract value, it means that there is likely a very specific customer that has a very specific problem. To uncover and bring these customers on to make a large investment it will make sense to spend more money to acquire them. This may mean highly targeted ads, hosting events, or having dedicated team members to bring them on onboard. Check out a few different examples below: Example 1 — SaaS Company For example, let’s say our SaaS company spent $12,000 on marketing efforts that ended up bringing in 100 customers. From here, you expect to spend $8,000 servicing customers over the next year. The CAC breakdown for this company would look like this: CAC = ($12,000 + $8,000) = $20,000 / 100 customers = $200 CAC Related Resource: Our Ultimate Guide to SaaS Metrics Example 2 — eCommerce Company Suppose we sell goods and spend $1,000 on marketing efforts and $1,000 on sales efforts. Combined, these efforts bring in 20 customers. The CAC would look like this: CAC = ($1,000 + $1,000) = $2,000 / 20 new customers = $100 CAC Related Resource: Key Metrics to Track and Measure In the eCommerce World Example 3 — Real Estate Company Our last example is for a real estate company. A new housing complex spends $50,000 on marketing efforts and $50,000 on sales to rent out 500 units. The CAC would look like this: CAC = ($50,000 + $50,000) = $100,000 / 500 = $2,000 CAC As you can see, customer acquisition cost can be a very subjective metric. Depending on your company and model it is important to understand what a reasonable CAC is for you. That is why we need to understand your customer’s lifetime value (more on this below). Related Readings: What is a Startup’s Annual Run Rate? (Definition + Formula) What does lifetime value (LTV) mean? There’s a reason why many experts insist Customer Lifetime Value (we’ll use LTV for short) is the most important metric for your startup. The data points you gather for the LTV formula can help assess the overall health of your company. Not only does LTV provide insight into the long-term trajectory of your startup, but it also gives immediate insight into specific areas that need improvement. Knowing how valuable it is to gain each customer is essential. Related Resource: Defining Customer Lifetime Value for Startups: A Critical Metric Customer lifetime value quantifies the value of what the customer acquisition actually brought into the business. Without customer lifetime value, you know how much every customer cost to bring in, but you don’t know how much those customers were worth. Why is LTV important? LTV has a major impact on how you determine and justify customer acquisition costs to your investors. You don’t want your backers to worry that you’re paying huge marketing or sales dollars for customers that aren’t worth the investment. But for SaaS companies and any business relying on a recurring revenue stream or repeat customers, acquiring customers at an initial loss is a necessary component in the long-term success strategy. Many raised questions around Salesforce’s share price when the company’s stock topped $128 in 2011 despite a P/E of 234. But Salesforce’s model is based on incurring high acquisition costs upfront in order to enjoy recurring revenue for years after. The LTV of each customer ultimately becomes a high multiple of the initial acquisition costs. As long as the company maintains a high retention rate, their long-term revenue works like an annuity. I have very little doubt that in the early years of Salesforce, Benioff and Co. maintained trust with their investors by showing them a strong LTV model that projected massive value on the customers they were acquiring at a short-term loss. It’s impossible to justify large acquisition costs in marketing and sales if not. A solid LTV approach can alleviate any reactionary fears from investors when they see a string of months or years in the red and get everyone on board with the long-term focus of the company’s growth. How do you calculate LTV? Finally, it’s time to calculate LTV. If there is no expansion revenue expected for the customers, you can simple use this: To get a clearer picture of LTV, also take into account your gross margin percentage. Here’s how the equation should look: How do you improve LTV? Finally, make sure to adjust your LTV when product improvements or retention efforts increase customer value. Especially for enterprise software companies that continuously add features and raise the annual subscription costs as a result. You can also increase LTV by offering better customer service. Clients will stick around longer and pay more money when their questions are answered quickly and problems are solved. It seems so simple, but customer success can be one of the defining features of a success SaaS company. Reducing churn will really shine in your LTV formula. Lifetime Value (LTV) examples Lifetime value is the amount that the customer will spend with the business throughout their relationship with the business. Some companies only expect to see a customer once, or very infrequently, such as real estate firms. Other companies expect that a customer will come on a regular basis, such as restaurants. The lifetime value of a customer is going to rest primarily on how often the customer interacts with and purchases from the brand. We constructed a model using annual revenue figures. Here’s a look at LTV that you can share with investors: What does LTV:CAC ratio mean? To make your cost to acquire is worth the lifetime value of the customer, it’s helpful to check the ratio between both. LTV:CAC ratio measures the cost of acquiring a customer to the lifetime value. An ideal LTV:CAC ratio is 3 (your customer’s lifetime value should be 3x the cost to acquire them). Related Reading: Unit Economics for Startups: Why It Matters and How To Calculate It Why is LTV:CAC ratio important? As we mentioned above the ideal LTV:CAC ratio in the eyes of many investors and startups is 3. This means that the lifetime value of a customer is 3x the cost to acquire them. As we wrote in our SaaS metrics guide, “ratios closer to one mean that you need to trim expenses. On the other hand, too large of a ratio may mean that you could spend more to gain even more business.” However, a larger number is generally a good sign as long as your business continues to grow. If your LTV:CAC ratio is closer to 1 (or less than 1) you have a serious acquisition problem. This means that you are spending far too much to acquire customers and likely have a large burn rate. There are instances where this is okay if it is part of your plan. For example, to penetrate a competitive market. How do you calculate LTV:CAC ratio? To make your cost to acquire is worth the lifetime value of the customer, it’s helpful to check the ratio between both. Here’s the equation: Having around a 3:1 ratio of LTV to CAC will likely impress your investors. Here’s how that would look in the model: If you want to use the model yourself and upload to your Visible account we’ve made a Google Sheets template that you can find here (make sure to check out the instructions tab). How do you improve LTV:CAC ratio? An LTV model is exactly what is says it is: just a model. After you project your retention rate percentage, your company has to hit those numbers–just as if it were a revenue or profit goals. Otherwise, good customers can quickly become a terrible loss if they don’t renew enough times to turn a profit. The LTV exercise will help keep you on track and determine where your company might need to deploy additional resources to hit retention goals. If the percentage slips, it’s time to figure out why you users are leaving. Is this a product problem? Is customer service underperforming? Sticking to your LTV model will be the canary in the coalmine to know when retention is a problem area for your company and it time to solicit advice and help from your investors. Related Resource: Pitch Deck 101: The Go-to-Market and Customer Acquisition Slide LTV:CAC ratio examples In general, a good lifetime value (LTV) to customer acquisition cost (CAC) is 3:1. If a customer is being brought in for $100, their lifetime value should be at least $300. Otherwise, you will be spending too much drawing in your customers; it will become important to fine tune, streamline, and optimize your marketing and your advertising. A ratio of 1:1 is bad: you’ll only be breaking even on your customer acquisition cost, and your business may not be gaining any ground. However, ratios of 1:1 or even worse are frequently seen when a business is initially scaling. If a company is attempting to grow aggressively, it may be able to do so by sacrificing its LTV:CAC ratio. Ideally, once this growth has been achieved, the company will find it easier and more affordable to gain further clientele. Customer acquisition cost benchmarks Customer acquisition cost can vary quite a bit depending on the industry and company lifecycle. If a company is going to market for the first time, chances are that customer acquisition costs will be higher as they start gaining ground. Most importantly, the industry and business model will be of much significance when evaluating benchmarks for your acquisition cost. As we mentioned above, “some companies only expect to see a customer once, or very infrequently, such as real estate firms. Other companies expect that a customer will come on a regular basis, such as restaurants. The lifetime value of a customer is going to rest primarily on how often the customer interacts with and purchases from the brand.” This means that your LTV and market will dictate what an acquisition cost is. If you’re selling less frequently for larger contract sizes, a higher customer acquisition cost will make sense. If you’re selling more frequently to smaller contract sizes you will obviously need to keep your acquisition cost down to scale across the larger customer base. Using data from Entrepreneur, we can put together a few benchmarks across different industries as shown below: Travel: $7 Retail: $10 Consumer Goods: $22 Manufacturing: $83 Transportation: $98 Marketing Agency: $141 Financial: $175 Technology (Hardware): $182 Real Estate: $213 Banking/Insurance: $303 Telecom: $315 Technology (Software): $395 Related Reads: How To Calculate and Interpret Your SaaS Magic Number Optimize your customer acquisition cost metrics with Visible Discuss with your investors your strategy for improving LTV and CAC over time. You can justify prioritizing product or service investments if you can point to the value payoff as a result. As your company continues to grow you will want to continue to tweak and improve your acquisition costs and lifetime value. In an age where investors are more focus on profitability and sustainability than ever before one of the first places to look is your CAC and LTV. To get started with your LTV:CAC model, check out our free template below:

Start Calculate Bookings Welcome to our latest post in our MVM (Most-Valuable-Metric) series, last time we filled you in on Lead Velocity Rate. Today we want to drop some knowledge on bookings. Specifically we want to fill you in on why bookings are great, how to calculate bookings and how they differ from other similar metrics. When we first started Visible, a good amount of SaaS CEOs told me about bookings and why they are the primary metric for their company. This was the first I heard of bookings so I looked into it. What I quickly realized is that bookings are a forward looking metric that previewed revenue to come and give a great look into the health of the business. Now that I figured out why bookings were so important, I had to figure out how to calculate and learn a little more. The first thing I learned is that bookings are not a GAAP defined term so the definition may vary depending on the company. However, our goal is to create the standard of bookings for early stage startups to use going froward. Here it goes: Bookings are the value of all transactions in a specified period of time normalized for one year. Fred Wilson breaks it down very simply on his AVC blog, “When a customer commits to spend money, that is a booking”. This includes subscription revenue, non-subscription revenue, professional services, etc. Lets break this down and visualize an example. Lets say for January 2015 you want to calculate bookings and you have the following transactions: 24 month contract @ $1,000 per month (paid bi-annually) 12 month contract @ $2,000 per month (paid upfront) $5,000 one time setup fee (paid upfront) $3,000 professional services (paid upfront) 6 month contract renewal @ $500 per month (paid quarterly) Upsell on 1 month to month contract with new price @ $1,000 per month. Jan 2015 Bookings = $48,000 (You’ll see we didn’t include the 2nd part of the first contract for this calculation). How does this differ from Revenue, MRR or Collections? Revenue is only recognized when a particular service is used. If you have professional services and/or a setup fee included as part of a software contract then the revenue is ratably recognized over the lifetime value of the customer (lets assume 1 year). So looking at the same set of transaction you’ll have revenue of $5,166. MRR only applies to the subscription part (aka recurring) part of the business so the MRR will be $4,500 in our example. Collections happen when the customer actually pays you and the cash is in the bank. Going along with the example above collections in January will be $40,500. It’s important to track all of these metrics in parallel for your business and how they work together. You want to make sure you have future and predicable cash flows coming in (Bookings & MRR) but also making sure you are getting paid (Collections) and that you can recognize it (Revenue).

Growing or Scaling? I was chatting with a student looking to get into the startup world. This particular student wanted to join a newly launched app and help “scale” the company. I paused and asked, “Do you mean help grow the company or scale it?”. Super early stage startups are rarely “scaling”, rather they are doing anything possible to grow. They are doing things that are not scalable, trying to find product-market fit and cold emailing just about everyone to try their product. When you are trying to grow your company, you hope to find a repeatable process that will scale one day. Growth means every unit of input yields the same predictable output. Scaling allows your output to exponentially grow while keeping your input the same. Here are 2 great examples I’ve encountered at Visible : 1) I was the sole BD guy when we started and I would ad-hoc email potential customers, it was too early to do anything more sophisticated. I would track these potential customers in Streak. Over time, our core customer developed and I knew sending 100 emails yielded 50 responses to 35 demos and 10 deals won (made up #s). Luckily, we had some growth so we were able to have Brett join the team. He quickly took my archaic (yet proven) process, setup a Tout account, and in the same amount of time he was able to effectively email 10x the amount of potential customers. With the same amount of input (hours) we were able to scale our outbound sales 10x. Which brings me to point #2. 2) Since we were successful in point #1, I increasingly had to help setup trials for potential customers, onboard new customers or handle support. I was primarily using email to handle all of this. It was tedious but it was too early to try and setup a help desk or an onboarding process. Eventually this wasn’t repeatable and things broke down. Nate then joined the team to handle customer success and operations. He tricked out Intercom, setup potential trial-ers on Formstack, on-boarded new founders on Lesson.ly and has our whole process buttoned up and scaled…for now. Brett & Nate are still testing out new distribution channels, re-engagement campaigns and more by “brute forcing” them. When something works, we will scale that process. Startups are in a perpetual state of grow -> scale, grow – > scale, grow -> scale. Coincidentally, Jeff Bussgang at Flybridge Capital just penned this post on “Scaling the Chasm” which is a great read. Related Resource: 7 Startup Growth Strategies There is a certain sexiness that comes from scaling a startup (that’s why they exist) but to get there you have to put in the work in and find out how to grow the company first.