I got the chance recently to speak on the renowned SaaStr podcast. Host Harry Stebbings and I addressed my biggest learnings from my time at Box and with five cohorts of SaaS startups. Harry asked a number of interesting questions, like: How did Michael make his way into the world of SaaS and then start Acceleprise in SF? How can founders know when is the right time to ship product? Does Michael agree with Reid Hoffman, ‘if you are not embarrassed by your V1, it is too late’? How should startups look to establish a pricing mechanism at such an early stage?
We are happy to announce the 8 companies of our 5th Cohort, who span a number of exciting verticals and high growth areas. We welcome these companies from California, NYC, London, Manila, and elsewhere – our most geographically diverse group to date. They will spend the next few months hustling, iterating, and growing their businesses with Acceleprise. We are excited to be working closely with all of them! For those who missed the Cohort 4 Demo Day, you can watch recordings of their presentations here. If you would like to get in touch with any of the companies, reach out to
I’m on a mission to uncover the founding stories behind SaaS startups and their first $500k in ARR. Initial grind, scrappiness and grit is essential to any startup’s success, but I find most people blog about scaling from $1M – $10M+. By interviewing SaaS founders who fairly recently hit the $500k in ARR milestone, I hope to extract key insights and commonalities that other early stage SaaS founders can learn from. Previous interviewees include Sean Thorne, co-founder and CEO of TalentIQ — read his insights here. If you’d like to share your story, please reach out. I recently spoke with
This was originally posted by Michael Cardamone on Medium. This is the third in a series of interviews with SaaS founders who have successfully made their first $500k in ARR (Annual Recurring Revenue). As I mentioned in my last post, I’ve seen many people write about how to scale from $1M in ARR to $100M in ARR, but I haven’t seen much written about the grind of getting started and getting to your first $500K, which is a key milestone in my opinion. In fact, Jason Lemkin of SaaStr recently posted that once you get to $50K in MRR, running
Originally posted on Medium, this is the second in a series of interviews with a variety of SaaS founders who have successfully made their first $500k in ARR (Annual Recurring Revenue). As I mentioned in my last post, I’ve seen many people write about how to scale from $1M in ARR to $100M in ARR, but I haven’t seen much written about the grind of getting started and getting to your first $500K. The founding story and the scrappiness of getting your first customers is different for each company and I wanted to tell those stories. My hope is that
This post was originally written by Michael Cardamone on Medium. I’ve seen many people write about how to scale from $1M in ARR (Annual Recurring Revenue) to $100M in ARR, but I haven’t seen much written about the grind of getting started and getting to your first $500k in ARR. The founding story and the scrappiness of getting your first customers is different for each company and I wanted to tell those stories. My hope is that we can pull out key insights and some commonalities that others can use for their own businesses. I’ll be interviewing SaaS founders who
Time flies when you’re having fun! It seems like yesterday that we launched our 1st cohort in SF and now we recently kicked things off with our 4th cohort. Below is more information on the companies in our 4th cohort, which will run until the end of May. Three of the companies in this cohort are from the Bay Area, the rest are from Cincinnati, Chicago, Pittsburgh, Washington D.C. and India, representing a geographically diverse group. We are excited to be working with these 8 teams! Baloonr makes it possible to anonymously surface and prioritize information from any group. Their app removes
Hiring your first salesperson is a momentous point in any startup’s life. It’s also a decision filled with big decisions. In my role at Acceleprise, I get asked this question a lot by early stage founders. Hire too quickly? You’re plowing money into an employee who’s destined to fail. Hire too slow? You’ve wasted time while your competitors are scaling quickly. Timing is Everything When your company is early, generally the first handful of customers should be closed by you, the founder. You are the chief salesperson. It’s your responsibility to know what’s working and what isn’t. These initial meetings will help