Adam Robinson

I'm like, what are you talking about?

We're making tons of money.

He's like, you have one salesperson?

Yes.

Hired one more, please.

So what happened to me?

At $13 million ARR, I decided that it was my turn to try to create a unicorn.

And thank god I didn't go out and raise money.

But as I mentioned, at that point, we had just a ton of free cash.

It was $6 or $7 million in free cash that I could spend on this, what would turn into a somewhat fruitless endeavor to pursue a unicorn.

And if you just look at the before and after and how quickly that occurred,

And if anyone's been a part of a company that did this the right way, you can imagine how terrible this was.

It was so sloppy, and we didn't have processes, and I'm still only learning what that meant.

But it was a very, very fast sprint to something that I felt we had to do.

I was so confident it was going to happen, especially after the early indicators that we were getting from the sales we were doing and all the inbound and all the hype that I was creating, that I decided to make a docuseries about it, declaring in January that I was going to grow this company from 15 to 50 million ARR, and I called it Billion Dollar Challenge.

We made 18 $10 million episodes.

And what happened?

Not even close.

And why, right?

One thing that I just didn't get before kind of a year and a half ago is that there are product categories within SaaS that are just intrinsically higher churn than other product categories in SaaS, especially in MarTech.