Rob Walling

And so I stacked a bunch of step one businesses to get myself to step two to buy out my own time, quit the day job, and then I moved on to true recurring revenue with step three. that tends to be my approach, is to try things that I think could work, that I have the motivation to do, and that I think I can learn from.

And so I stacked a bunch of step one businesses to get myself to step two to buy out my own time, quit the day job, and then I moved on to true recurring revenue with step three. that tends to be my approach, is to try things that I think could work, that I have the motivation to do, and that I think I can learn from.

Whether they work or not, whether they fail or succeed, at least I've learned something from that. So that would tend to be the approach I would take. But you, of course, can look at your own personality and say, do I want to do that? Do I want to try to make a subscription?

Whether they work or not, whether they fail or succeed, at least I've learned something from that. So that would tend to be the approach I would take. But you, of course, can look at your own personality and say, do I want to do that? Do I want to try to make a subscription?

Or do I just want to take this amazing revenue that it's generating and use it to build that standalone SaaS or true recurring revenue? So thanks for that question, Casper. I hope it was helpful. My next question is from Benjamin Hoy on X Twitter. How do I decide whether a customer type is worth selling to or targeting?

Or do I just want to take this amazing revenue that it's generating and use it to build that standalone SaaS or true recurring revenue? So thanks for that question, Casper. I hope it was helpful. My next question is from Benjamin Hoy on X Twitter. How do I decide whether a customer type is worth selling to or targeting?

I have consumers buying my SaaS, but also schools contacting me and occasionally small businesses. How do I decide whether targeting one or the other is worth it? In my experience, you just have to try. So first of all, there's a difference between selling to and targeting. Selling to, if they're approaching you inbound, what's the real risk there?

I have consumers buying my SaaS, but also schools contacting me and occasionally small businesses. How do I decide whether targeting one or the other is worth it? In my experience, you just have to try. So first of all, there's a difference between selling to and targeting. Selling to, if they're approaching you inbound, what's the real risk there?

The risk is a school approaches you, says we want to buy it, and you say, great, it's $500 a month or $1,000 a month. Make sure that you charge enough, by the way. And if it's a school, actually charge per year. So $6,000, $12,000, $25,000 a year, whatever you're going to charge. Charge enough to make it worthwhile. And you send them this quote, and you can read Founding Sales by Pete Kazanji,

The risk is a school approaches you, says we want to buy it, and you say, great, it's $500 a month or $1,000 a month. Make sure that you charge enough, by the way. And if it's a school, actually charge per year. So $6,000, $12,000, $25,000 a year, whatever you're going to charge. Charge enough to make it worthwhile. And you send them this quote, and you can read Founding Sales by Pete Kazanji,

Or you can follow Jen Abel, Matt Wolock, Steli Efti, you know, some of the sales folks in the SaaS space and learn, hey, how do I kind of navigate this? And if the school comes back and says, well, we need you to sign a big security checklist or fill out this 30-page doc to close the deal.

Or you can follow Jen Abel, Matt Wolock, Steli Efti, you know, some of the sales folks in the SaaS space and learn, hey, how do I kind of navigate this? And if the school comes back and says, well, we need you to sign a big security checklist or fill out this 30-page doc to close the deal.

Then depending on what you've charged, you know, if you've undercharged and you need to turn down the deal or if you've charged, you know, what, 30 grand a year, then it becomes worth your time to fill out all of that and deal with procurement. So that's the real danger is that you get into a sales cycle or a sales process and you realize it's more headache than is worth it.

Then depending on what you've charged, you know, if you've undercharged and you need to turn down the deal or if you've charged, you know, what, 30 grand a year, then it becomes worth your time to fill out all of that and deal with procurement. So that's the real danger is that you get into a sales cycle or a sales process and you realize it's more headache than is worth it.

And frankly, it's going to be hard to know until you try it. The biggest thing, though, whether it's schools or small businesses, is charge enough to make it worthwhile. So charge a little more, especially if you're resistant to doing it. Charge a little more. Charge a lot more than you think you need to. And if they say no, what are you out? Nothing, a conversation.

And frankly, it's going to be hard to know until you try it. The biggest thing, though, whether it's schools or small businesses, is charge enough to make it worthwhile. So charge a little more, especially if you're resistant to doing it. Charge a little more. Charge a lot more than you think you need to. And if they say no, what are you out? Nothing, a conversation.

And if they say yes, make sure it's worth it. My dad, who was an electrician for 42 years and became a project manager, used to say, there are no bad jobs. There are only jobs without enough money in them. And what that meant is no matter how grindy a project was, if you had enough profit in that, then it was worth it. Similarly, when you're selling to schools or businesses or enterprises, you're

And if they say yes, make sure it's worth it. My dad, who was an electrician for 42 years and became a project manager, used to say, there are no bad jobs. There are only jobs without enough money in them. And what that meant is no matter how grindy a project was, if you had enough profit in that, then it was worth it. Similarly, when you're selling to schools or businesses or enterprises, you're

There are no bad deals. There are only deals that aren't worth it because you didn't charge enough. I will tell you that most small businesses, when they have a single decision maker, they're relatively easy to sell to. But if they're non-technical, I don't know what your product is, if they're non-technical, then there can be the onboarding headaches. This is customer pain versus competitor pain.

There are no bad deals. There are only deals that aren't worth it because you didn't charge enough. I will tell you that most small businesses, when they have a single decision maker, they're relatively easy to sell to. But if they're non-technical, I don't know what your product is, if they're non-technical, then there can be the onboarding headaches. This is customer pain versus competitor pain.