The SaaS Podcast - AI, Growth & Product-Market Fit for SaaS Founders

Livestorm went from $2M to $9M ARR in one year during COVID - then lost SaaS product-market fit. Gilles Bertaux expanded into meetings and sales demos, turning Livestorm into a smaller Zoom. After a failed Series C, he rebuilt SaaS product-market fit by narrowing to enterprise webinars for European marketers in banking and pharma. You will learn why explosive growth can mask fragile SaaS product-market fit, how to rebuild PMF by narrowing positioning instead of expanding features, and why shifting from PLG to enterprise sales required replacing almost the entire sales team. Gilles Bertaux is the co-founder and CEO of Livestorm, a webinar platform for enterprise marketers. The company generates nearly $20M ARR with 3,500 customers and has raised $35M. Gilles built Livestorm as a university project in 2016, grew it through SEO and Quora, then navigated the product-market alignment challenge of post-COVID market validation. This episode is brought to you by: 🌎 ThreatLocker → Book a demo 💖 Gearheart → Book a free consult and get the first 20 hours free 🔑 Key Lessons 🎯 SaaS product-market fit can be lost by expanding too broadly: Livestorm added meetings and sales demos after COVID, becoming a smaller Zoom with no clear differentiator and declining conversion rates. 📉 Explosive growth can mask fragile PMF: Going from $2M to $9M ARR felt like traction, but 85% of customers were on monthly plans - one click away from churning overnight. 🏢 Narrow positioning wins against giants: Livestorm stopped competing feature-for-feature with Zoom and differentiated on three dimensions - European company for security, marketers only, and specific industries. 🔄 Enterprise sales requires rebuilding, not retraining: Reps who closed inbound leads could not cold-call 10,000-person companies. Gilles replaced almost the entire sales team with enterprise outbound specialists. 💰 A failed fundraise can force the right strategic shift: When Series C investors said no, Livestorm had to become profitable - pushing toward enterprise customers on annual contracts who pay more and stay longer. Chapters Introduction What Livestorm does and revenue milestones Building Livestorm as a university project The disastrous first webinar launch SEO, Quora, and co-marketing as early growth engines How SaaS product-market fit shifted after COVID Going from $2M to $9M ARR in one year Post-COVID churn and the virtual event collapse Losing SaaS product-market fit by becoming a smaller Zoom Rebuilding positioning around Europe, marketers, and industries The painful shift from PLG to enterprise sales Lightning round Resources Full show notes: https://saasclub.io/470 Join 5,000+ SaaS founders: https://saasclub.io/email

Two Uber product designers raised $3 million, built a scheduling tool, and watched it fail for two years. Then Tito Goldstein threw it out, rebuilt with composable Legos, and outsold the previous two years in the first month. That's the moment B2B product-market fit arrived. Tito reveals the brutal reality of searching for B2B product-market fit when you're too close to the solution, why composability beats cookie-cutter features for market validation, and how listening to what customers don't say became TeamBridge's unfair advantage. TeamBridge is a composable workforce operating system serving over 500,000 employees across 200+ enterprise customers including NFL stadiums. Tito and his co-founder were two of the first principal product designers at Uber before founding TeamBridge. This episode is brought to you by: 🌎 ThreatLocker → Book a demo 💖 Gearheart → Book a free consult and get the first 20 hours free 🔑 Key Lessons 🎯 B2B product-market fit hides in what customers don't say: TeamBridge buyers asked for features, but the real pain was "I need to stand out, not use the same software as competitors." The unstated need pointed to composability as the path to PMF. 📉 Sunk cost kills product-market fit - be willing to start over: After two years of near-zero revenue, Tito scrapped the scheduling tool and rebuilt as composable Legos that outsold two years of efforts in month one. 🏢 B2B product-market fit shifts as you move upmarket: SMBs wanted plug-and-play, but enterprise customers had unique workflows no off-the-shelf tool could handle. Composability naturally gravitates toward larger companies. 🤝 Enter new verticals by admitting you're naive but capable: When TeamBridge approached NFL stadiums, they openly said they were new to the space. First-mover partners were attracted to honest positioning and composable technology. 🔄 COVID constraints can accelerate go-to-market maturity: When door-to-door sales died overnight, TeamBridge's product-designer founders had to learn outbound email and cold calling - building market validation muscles that still power their motion. Chapters Introduction and favorite quotes What TeamBridge does and who it serves Why composability matters for workforce software Origin story: interviewing Uber drivers Raising $3M seed with just a prototype Why it took 2 years to find B2B product-market fit The pivot: from scheduling to composable Legos First significant sale during COVID Finding the right messaging and storytelling Moving upmarket to enterprise customers Discovery-first selling: hold the pitch until you know the pain Learning the nuances of each vertical Lightning round Resources Full show notes: https://saasclub.io/468 Join 5,000+ SaaS founders: https://saasclub.io/email

A cold text to a stranger's phone number. Nine months just to close the POC paperwork. Yosef Peterseil landed McDonald's as his first B2B SaaS sales customer while bootstrapping with zero revenue. The lesson: charging even $3,000 for a POC completely changes the dynamics of closing deals. Yosef reveals why their original ICP of customer success managers had no budget, how 70 hard-earned event leads went cold because they had no follow-up system, and the 13-month contract structure that eliminated double-negotiation traps in B2B deal cycles. Blings is a personalized video platform serving enterprise sales customers including McDonald's, Mercedes, Meta, and Rocket Mortgage. The company hit $1M ARR in 2023 with a team of 19. This episode is brought to you by: 💖 Gearheart → Book a free consult and get the first 20 hours free 🔑 Key Lessons 🎯 Validate ICP budget before building your B2B SaaS sales motion: Yosef interviewed dozens of customer success managers before discovering they had no budget - pivoting to marketing where the money was saved months of wasted effort. 💰 Always charge for POCs in B2B SaaS sales: Even $3,000-$5,000 forces customers to prioritize your project, starts vendor onboarding, and signals they're serious about closing deals rather than just exploring. 📄 Combine POC and commercial into one contract: Yosef lost months negotiating POC terms only to negotiate again for the commercial deal - 13-month contracts with first-month exit clauses eliminated the trap. 📉 Build follow-up systems before generating leads: Blings spent $20K-$30K on a conference and captured 70 leads, but had no lead scoring or sequences - the entire investment was wasted. 🔗 Use channel partners to scale enterprise sales doors: Recruiting industry veterans to open doors for recurring commission scaled Blings faster than direct B2B SaaS sales alone. Chapters Introduction and favorite quote What Blings does - the MP5 video format Company metrics and enterprise customers Validating the ICP through customer interviews Pivoting from customer success to marketing Landing McDonald's through a cold text Closing the first B2B SaaS sales POC Why you should always charge for POCs Event marketing mistakes - 70 lost leads Hiring salespeople too early Building channel partner relationships Lightning round Resources Full show notes: https://saasclub.io/466 Join 5,000+ SaaS founders: https://saasclub.io/email

His co-founder live-coded a fix during the Instacart pitch - and closed the deal on the spot. Saket Saurabh used consultative selling SaaS techniques to close 15 enterprise customers including Instacart, LinkedIn, and DoorDash before hiring a single salesperson. Saket reveals why he went "enterprise first" instead of starting with SMBs, the consultative selling SaaS approach that turns every meeting into problem-solving instead of pitching, and the zero-salary pivot that made Nexla cash flow positive before their $12M Series A. Nexla is an enterprise data platform serving 50+ customers with 6-figure ACV deals. Saket's founder-led sales motion grew the company to over $5M ARR after raising $33M total. This episode is brought to you by: 💖 Gearheart → Book a free consult and get the first 20 hours free 🚨 NordStellar → Book a demo and get 20% off with code blackfriday20 🔑 Key Lessons 🤝 Consultative selling SaaS connects product to market: Unless founders sell deals themselves, they miss critical signals about pricing and product direction. Saket closed 15 enterprise customers before hiring salespeople. 🪄 Create "magical moments" in demos: Saket's co-founder live-coded a data fix during the Instacart CTO pitch, solving in minutes what took their team weeks. Enterprise selling with agility closes deals faster than slides. 🏢 Go enterprise first to build for real complexity: Architecting for SMBs first prevents you from understanding enterprise-grade problems. Nexla targeted Fortune 500 companies from day one. 🎯 Use thesis-driven outreach instead of cold pitching: Saket built specific hypotheses about each target company's data problems. Starting with "Do you see this problem?" earned trust with technical buyers. 💰 Price against internal build cost, not competitors: Saket estimated what the prospect would spend on internal engineering, then priced Nexla at one-fifth to one-tenth. Consultative selling SaaS means understanding the buyer's economics. Chapters Introduction - the "magical moment" at Instacart What is Nexla? Solving enterprise data fragmentation Origin story: from Nvidia engineer to data entrepreneur Why target enterprise customers from day one What a typical consultative selling meeting looked like The live-coding demo that closed Instacart Figuring out enterprise pricing Closing 15 enterprise deals through founder-led sales Overcoming the "we can build it ourselves" objection The zero-salary pivot to cash flow positivity How AI changed Nexla's product and market Lightning round Resources Full show notes: https://saasclub.io/464 Join 5,000+ SaaS founders: https://saasclub.io/email

First paying customer: $8 a month for a fantasy football league. Bilal Aijazi's freemium SaaS grew to millions of monthly active users and 7-figure ARR with just 20 people. The challenge was figuring out which of those millions would actually pay. Bilal reveals how he separated casual free users from real buyers in a freemium SaaS, the viral loop where 12% of responders become creators who send polls to new groups, and why diversifying to Teams, Zoom, and Google Slides saved Polly when Slack built a competing feature. Plus: the product-led growth insight that "pollinators" - users picking lunch spots who will never pay - actually drive awareness for the enterprise buyers running company all-hands. Polly is a freemium SaaS engagement platform serving millions of monthly active users across Slack, Teams, Zoom, and embedded presentation tools. The free-to-paid conversion engine generates multiple seven figures in ARR with a team of 20. This episode is brought to you by: 💖 Gearheart → Book a free consult and get the first 20 hours free 🚨 NordStellar → Book a demo and get 20% off with code blackfriday20 📡 Signal House → Learn more and get a demo 🔑 Key Lessons 🚀 Launch on platforms before the ecosystem matures: Polly launched on Slack before an app store existed. 80% of users completed a painful 5-step install, proving early movers on viral platforms get compounding distribution. 💰 Separate users from buyers in a freemium SaaS: Most free users picking lunch spots will never pay. The real buyers are comms leaders running company all-hands and sales kickoffs worth 150+ person-hours. 🔄 Build viral loops into the freemium SaaS product: 12% of Polly responders become creators, who send polls to new groups where another 12% convert. This compounding freemium conversion loop drives growth without paid acquisition. 🏢 Diversify across platforms before risk becomes existential: When Slack built Workflow Builder to compete, Bilal had already expanded to Teams, Zoom, and Google Slides. 🧠 Creator pricing beats workspace pricing for horizontal products: Charging only poll creators avoids monetizing casual users who churn. Enterprise tiers shift to monthly active users for simpler administration. Chapters Introduction What Polly does and who it serves Origin story - messaging platforms meet enterprise Launching on Slack before the app store existed Product Hunt viral moment and early growth The freemium SaaS monetization strategy First paying customer - $8/month fantasy football league Separating users from buyers in a horizontal product Free-to-paid conversion challenges When Slack built a competing Workflow Builder feature Building across multiple platforms today Lightning round Resources Full show notes: https://saasclub.io/462 Join 5,000+ SaaS founders: https://saasclub.io/email