Build to Last or Build to Sell

Whenever I give a talk and tell the Pardot story, one of the 10 most popular questions I get is “did you have a plan to sell the company?” My response is always that our goal was to build the best company possible and to make sure that it met the two following conditions: Be the…

Planned Growth and Striking Oil

Recently, I read a post about how entrepreneurs like to think that growth is readily planned and predictable. Then, an employee that had been in a hyper growth startup, said “no”, it’s not the planned growth that everyone thinks. Rather, it’s like striking oil and the resulting mad dash to take advantage of it as…

Upselling Customers in the Early Years

One question I’ve received several times is regarding best practices for upselling customers. Interestingly, at Pardot, we didn’t employ any concerted efforts around upselling in the early years. All the focus was on acquiring new customers, and making them successful. In addition, at the time, product pricing was based on email volume and usage of certain features, making upselling difficult…

Notes on the ShopVisible Exit

Atlanta-based ShopVisible announced yesterday that they are being acquired by Epicor (public filings but privately held) in their press release Epicor to Acquire Industry Leading Cloud Digital Commerce and Order Management Solution Provider – ShopVisible. Epicor has 4,600 employees and is owned by private equity firm Apax Partners. ShopVisible is a specialized ecommerce Software-as-a-Service (SaaS) company…

Awkward Transition Period During a Pivot

We’re going through a small pivot right now and it helped me realize that pivots result in an awkward transition period. Internally, we know the direction to go, yet we still have a number of responsibilities and relationships that we need to continue to honor, making progress more difficult. Balancing new and old is a challenge. Here…