Rob Walling

I mean, with Hytale, I did a bunch of cold email. With Drip, it was a lot of warm network stuff. Like, as Drip became a brand, people knew it, and it was easy to reach out and say, hey, I'm the co-founder of Drip, and we want to do this. And what's the other thing, Derek? Go into events. Go into MicroConf. Mm-hmm.

I mean, with Hytale, I did a bunch of cold email. With Drip, it was a lot of warm network stuff. Like, as Drip became a brand, people knew it, and it was easy to reach out and say, hey, I'm the co-founder of Drip, and we want to do this. And what's the other thing, Derek? Go into events. Go into MicroConf. Mm-hmm.

There are a lot of people there at a micro-conference business software, even a bigger SaaS event. This is why I say build your network, not your audience. Because that network is so much more valuable than 10,000 people on X Twitter following you.

There are a lot of people there at a micro-conference business software, even a bigger SaaS event. This is why I say build your network, not your audience. Because that network is so much more valuable than 10,000 people on X Twitter following you.

Having five people that you can integrate with or co-promote or get in front of their audience is worth five times, ten times the value of a social media following.

Having five people that you can integrate with or co-promote or get in front of their audience is worth five times, ten times the value of a social media following.

Yeah, to your point. And that's something that didn't used to happen. So if it's happening to you now where you're like, oh boy, I'm in a funnel, this is because marketers ruin everything. That's exactly why. Our last question for the day was a question that was posted on a YouTube video from YouTube username DerekDuPlessie215. And

Yeah, to your point. And that's something that didn't used to happen. So if it's happening to you now where you're like, oh boy, I'm in a funnel, this is because marketers ruin everything. That's exactly why. Our last question for the day was a question that was posted on a YouTube video from YouTube username DerekDuPlessie215. And

I don't remember what video it was on, but the question is, I would love a follow-up to this episode on how you prioritize your Q3 or any quarter. So obviously building a SaaS versus what I do these days is different, but the question still applies. So I'm going to kick it over to you first, Derek Reimer. How do you plan for your quarter of SavvyCal?

I don't remember what video it was on, but the question is, I would love a follow-up to this episode on how you prioritize your Q3 or any quarter. So obviously building a SaaS versus what I do these days is different, but the question still applies. So I'm going to kick it over to you first, Derek Reimer. How do you plan for your quarter of SavvyCal?

Part of our biggest strength is that we are so nimble and can move so quickly. And frankly, 90 days in the life of a startup is like a year in the life of a big company. So trying to think, I don't know, I'm going to be responding to customer inquiries and things as the market's shifting, how can I move really fast?

Part of our biggest strength is that we are so nimble and can move so quickly. And frankly, 90 days in the life of a startup is like a year in the life of a big company. So trying to think, I don't know, I'm going to be responding to customer inquiries and things as the market's shifting, how can I move really fast?

And so planning a quarter ahead would be, that's just anathema to what you're doing until you're at, I don't know, I don't want to, 5 million, 10 million, like when you have a bigger team, that's when planning needs to happen because you've got to get a bunch of departments on board.

And so planning a quarter ahead would be, that's just anathema to what you're doing until you're at, I don't know, I don't want to, 5 million, 10 million, like when you have a bigger team, that's when planning needs to happen because you've got to get a bunch of departments on board.

And we're going to launch this feature so we need sales to learn about the feature and we need support to know how to support the feature. We need success to know how to success the feature and we need marketing to know how to market the feature. You know what I mean?

And we're going to launch this feature so we need sales to learn about the feature and we need support to know how to support the feature. We need success to know how to success the feature and we need marketing to know how to market the feature. You know what I mean?

That's when you need quarterly planning because you can't just come with a feature and say, hey, we're pushing this live tomorrow because that starts breaking things. So there's a certain point at 20, 30 employees maybe where you need that. But today, so how do you do it? How far ahead do you plan?

That's when you need quarterly planning because you can't just come with a feature and say, hey, we're pushing this live tomorrow because that starts breaking things. So there's a certain point at 20, 30 employees maybe where you need that. But today, so how do you do it? How far ahead do you plan?

Yeah, it depends on the stage. In the super early stage, you and I would plan like a day or two ahead. You know, I mean, there were some features that took a week or whatever. It's like, all right, we're going to plan for that. But we would shift pretty frequently when it was two or three of us because we could. And then it started being like, well, let's do one to two weeks out.

Yeah, it depends on the stage. In the super early stage, you and I would plan like a day or two ahead. You know, I mean, there were some features that took a week or whatever. It's like, all right, we're going to plan for that. But we would shift pretty frequently when it was two or three of us because we could. And then it started being like, well, let's do one to two weeks out.