Anyone who knows me knows that I’m an annoyingly-positive optimist. But like every CEO, I’m also constantly paranoid. So two narratives are constantly battling away in my brain right now: “The market opportunity for SaaS has never been better.” “The stock market is down by how much?” After reading the 732nd memo from a VC

This article was originally published on Inc.  It’s a challenging time in the world—and in the world of SaaS. Right now, 2022, the Bessemer Venture Partners (BVP) Nasdaq Emerging Cloud Index is down nearly 40 percent from its peak. Since SaaS companies grew a lot during that time frame, this means multiples are down even

One of the big reasons that we started Gainsight Essentials was to keep customers focused on building the strongest possible foundation to drive growth in their business. The goal is to keep things focused on the implementation and application of core tools that can create immediate impact. At the same time, customers have confidence that

SaaS companies may have brought customer success (CS) to the fore. Still, enterprises have found a place for this newcomer function in helping customers realize value from products, churn less, and expand efficiently. The trend started in the mid-2000s when the SaaS model spurred a shift in thinking. Previously, customer sales and acquisition were crucial

Elmer Wheeler is the greatest salesperson you’ve probably never heard of, though you probably have heard his most famous piece of advice: Don’t sell the steak, sell the sizzle.  The problem for software companies in today’s economy is that it doesn’t matter which one you sell—the traditional sales funnel no longer works effectively. That’s because,

Gainsight and RevOps Squared had an incredible response to our Customer Sucess Index 2022. It makes perfect sense too. Investment in customer success (CS) is causing a significant impact on companies’ revenue and growth. According to the Index, companies spend anywhere from 3% to 20% of revenue on customer success. Why this level of investment?

When it comes to creating product roadmaps, product leaders face a plethora of challenges.  Not only can it be difficult to figure out which features to prioritize, but product leaders can also struggle with engineering dependencies, executive demands, and the need to operate with agility in a market that moves faster every day. Suffice it

This post was originally published in Customer Think.  The Customer Success Index 2022, a survey of more than 350 companies by Gainsight and RevOps Squared, recently uncovered some very interesting, if not troubling data on the state of alignment between SaaS users and buyers. In fact, in a review of NPS data, the survey uncovered

If you’re considering implementing—or have already implemented—a product-led growth (PLG) strategy, one of the first things you should determine are the metrics you’ll need to measure success.  Without the right data and cross-functional agreement on key performance indicators (KPIs), you risk spending your resources in the wrong place and missing the opportunity to capture and

If you’re crafting a product roadmap, your vision and internal alignment must be crystal clear.  Too often, product leaders start building their roadmap plans only to be bombarded with conflicting feedback in all directions. And all that noise can make it impossible to make any decisions, let alone choose the best one.  So, how do