#398 – How Scott Reynolds bet on depth over breadth and built a position that sticks
About this episode
Scott Reynolds discusses the advantages of focusing on a niche market in SaaS and how it leads to building irreplaceable tools.
A story about choosing the hard problem—and winning because of it. This episode is for sales-led SaaS founders who feel their product lead shrinking—and wondering what actually creates a position competitors can't close. Most founders chase obvious markets. Scott Reynolds chose a complicated one nobody else wanted. Scott, co-founder and CEO of UpCodes, is a trained architect who has lived the pain of navigating construction regulations. Weeks buried in phone-book-sized regulations that no software had organized—until he built it. While others built broad tools for obvious problems, Scott went narrow and deep. His conviction: if it's not dramatically better, it isn't worth building. And this inspired me to invite Scott to my podcast. We explore why going deep into one vertical beats building broad for everyone. Scott shares what forces professionals to call a tool irreplaceable, why vertical depth compounds, and what a decade of quiet data does when AI arrives. You'll discover why his bet keeps getting stronger. We also zoom in on two of the 10 traits that define remarkable software companies: – Aim to be different, not just better – Offer something valuable and desirable Scott's…
People in this episode
Host: Ton Dobbe
Guest: Scott Reynolds
Topics covered
- SaaS
- sales
- vertical depth
- competition
- AI
- software development
Mentioned in this episode
Organizations: UpCodes
More episodes of The Remarkable SaaS Podcast
- #400 - What 99 CEOs wish they'd known sooner
- #399 – How Louis Hoch rejected the obvious customers—and grew when rivals collapsed
- #397 – How Dean Mathews rejected conventional growth and built a company 170,000 people rely on every month
- #396 – Why Hewitt Tomlin reversed course at $10M
- #395 – How Bassem Hamdy created something no competitor can touch
- #394 – Jon Jorgensen on how Access Group went from £50M to £9.2B valuation
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