I've Coached 300+ SaaS Founders Past $1 Million ARR

Getting a SaaS company to a million in Getting a SaaS company to a million in ARR is hard, but getting from one to 10 ARR is hard, but getting from one to 10 ARR is hard, but getting from one to 10 million breaks founders in a completely million breaks founders in a completely million breaks founders in a completely different way, and most of them never different way, and most of them never different way, and most of them never see it coming. I'm Rob Walling. I've see it coming. I'm Rob Walling. I've see it coming. I'm Rob Walling. I've invested in more than 240 SaaS invested in more than 240 SaaS invested in more than 240 SaaS companies, both personally and through companies, both personally and through companies, both personally and through TinySeed. And today, I'm talking with TinySeed. And today, I'm talking with TinySeed. And today, I'm talking with Julian Marzouki, one of our coaches at Julian Marzouki, one of our coaches at Julian Marzouki, one of our coaches at the TinySeed SaaS Institute. Julian has the TinySeed SaaS Institute. Julian has the TinySeed SaaS Institute. Julian has coached hundreds of seven- and coached hundreds of seven- and coached hundreds of seven- and eight-figure SaaS founders, and across eight-figure SaaS founders, and across eight-figure SaaS founders, and across all of those engagements, he sees the all of those engagements, he sees the all of those engagements, he sees the same six patterns show up again and same six patterns show up again and same six patterns show up again and again. His pattern number three is the again. His pattern number three is the again. His pattern number three is the one I was most guilty of when I was one I was most guilty of when I was one I was most guilty of when I was running my last startup. It burned me running my last startup. It burned me running my last startup. It burned me out, and I'll tell you that story when out, and I'll tell you that story when out, and I'll tell you that story when we get there. But to get started, I we get there. But to get started, I we get there. But to get started, I asked Julian why founders doing seven asked Julian why founders doing seven asked Julian why founders doing seven figures even look for a coach. These are figures even look for a coach. These are figures even look for a coach. These are people who have already won, so what's people who have already won, so what's people who have already won, so what's driving them? driving them? driving them? >> Usually, they're like done going about >> Usually, they're like done going about >> Usually, they're like done going about it alone. At this stage, they usually it alone. At this stage, they usually it alone. At this stage, they usually feel pretty lonely if they're around one feel pretty lonely if they're around one feel pretty lonely if they're around one to three million, isolated, and they to three million, isolated, and they to three million, isolated, and they want a thinking partner. They need help want a thinking partner. They need help want a thinking partner. They need help because usually their lives has become because usually their lives has become because usually their lives has become miserable, and overall, they need to miserable, and overall, they need to miserable, and overall, they need to change something. They realize that the change something. They realize that the change something. They realize that the way they've been doing it is not working way they've been doing it is not working way they've been doing it is not working anymore. In one sentence, they even anymore. In one sentence, they even anymore. In one sentence, they even though they don't say it like that, but though they don't say it like that, but though they don't say it like that, but what they feel is what got me here won't what they feel is what got me here won't what they feel is what got me here won't get me there, to 10 plus million.

get me there, to 10 plus million. get me there, to 10 plus million. >> Now, if you're in a mastermind, you >> Now, if you're in a mastermind, you >> Now, if you're in a mastermind, you might figure that has you covered cuz might figure that has you covered cuz might figure that has you covered cuz I've been in masterminds for 15, 16 plus I've been in masterminds for 15, 16 plus I've been in masterminds for 15, 16 plus years, and I'm a big believer. But I years, and I'm a big believer. But I years, and I'm a big believer. But I asked Julian, what does a coach offer asked Julian, what does a coach offer asked Julian, what does a coach offer beyond that? beyond that? beyond that? >> A coach, ideally, a good coach, someone >> A coach, ideally, a good coach, someone >> A coach, ideally, a good coach, someone who's actually going to help you at this who's actually going to help you at this who's actually going to help you at this stage, has both domain expertise and stage, has both domain expertise and stage, has both domain expertise and coaching expertise. Meaning that they coaching expertise. Meaning that they coaching expertise. Meaning that they are able to both ask you the right are able to both ask you the right are able to both ask you the right questions based on what's going on in questions based on what's going on in questions based on what's going on in the business, but they're also able to the business, but they're also able to the business, but they're also able to recognize patterns. Patterns that recognize patterns. Patterns that recognize patterns. Patterns that they've seen because they've talked to they've seen because they've talked to they've seen because they've talked to dozens, as you said, or hundreds of dozens, as you said, or hundreds of dozens, as you said, or hundreds of people in that same situation. That's people in that same situation. That's people in that same situation. That's number one. Number two is a coach is not number one. Number two is a coach is not number one. Number two is a coach is not an operator, not just an operator. an operator, not just an operator. an operator, not just an operator. Meaning that usually when, you know, Meaning that usually when, you know, Meaning that usually when, you know, you're mentored by an operator, they're you're mentored by an operator, they're you're mentored by an operator, they're super strong technically and, you know, super strong technically and, you know, super strong technically and, you know, they're going to be able to help you they're going to be able to help you they're going to be able to help you basically do what they did. But, if you basically do what they did. But, if you basically do what they did. But, if you want to help someone play to their want to help someone play to their want to help someone play to their strength, then that's a little bit of a strength, then that's a little bit of a strength, then that's a little bit of a different game because the path that different game because the path that different game because the path that worked for you might not work for worked for you might not work for worked for you might not work for someone else because we have different someone else because we have different someone else because we have different strengths and you come to strengths and you come to strengths and you come to entrepreneurship from different entrepreneurship from different entrepreneurship from different journeys. Some are sales experts, some journeys. Some are sales experts, some journeys. Some are sales experts, some are great marketers, some are amazing are great marketers, some are amazing are great marketers, some are amazing product people and developers. So, if product people and developers. So, if product people and developers. So, if you have [snorts] someone that is you have [snorts] someone that is you have [snorts] someone that is exactly like you, then great. But, for exactly like you, then great. But, for exactly like you, then great. But, for all the other cases, having this actual all the other cases, having this actual all the other cases, having this actual skill of coaching is actually it is skill of coaching is actually it is skill of coaching is actually it is going to unleash much more.

going to unleash much more. going to unleash much more. >> All right. So, onto the six patterns >> All right. So, onto the six patterns >> All right. So, onto the six patterns that Julian recognizes from the hundreds that Julian recognizes from the hundreds that Julian recognizes from the hundreds of founders he's coached. A few of these of founders he's coached. A few of these of founders he's coached. A few of these are going to sting. Pattern number one. are going to sting. Pattern number one. are going to sting. Pattern number one. >> The first one, which is really like at >> The first one, which is really like at >> The first one, which is really like at this stage, the defining moment, is the this stage, the defining moment, is the this stage, the defining moment, is the operator who hasn't become yet a leader. operator who hasn't become yet a leader. operator who hasn't become yet a leader. So, basically, at 1 to 3 million, the So, basically, at 1 to 3 million, the So, basically, at 1 to 3 million, the founder is the growth engine. They're founder is the growth engine. They're founder is the growth engine. They're the ones who built the growth, who've the ones who built the growth, who've the ones who built the growth, who've been doing it all. The problem is that, been doing it all. The problem is that, been doing it all. The problem is that, in order to get to 10 million, it needs in order to get to 10 million, it needs in order to get to 10 million, it needs to change. And they need to be able to to change. And they need to be able to to change. And they need to be able to remove themselves from the equation to remove themselves from the equation to remove themselves from the equation to build the system, to empower their team build the system, to empower their team build the system, to empower their team in order for the business to run without in order for the business to run without in order for the business to run without them, ideally. That's the goal. And so, them, ideally. That's the goal. And so, them, ideally. That's the goal. And so, what's tricky is you have, very often, what's tricky is you have, very often, what's tricky is you have, very often, an identity shift that needs to happen an identity shift that needs to happen an identity shift that needs to happen because what got them here, being a because what got them here, being a because what got them here, being a great salesperson, being a great great salesperson, being a great great salesperson, being a great developer, being a great marketer, there developer, being a great marketer, there developer, being a great marketer, there is self-worth tied to it. And so, you're is self-worth tied to it. And so, you're is self-worth tied to it. And so, you're basically asking them what's been your basically asking them what's been your basically asking them what's been your greatest strength, what got you all this greatest strength, what got you all this greatest strength, what got you all this success, now actually get rid of it. We success, now actually get rid of it. We success, now actually get rid of it. We don't want it anymore. You need to be don't want it anymore. You need to be don't want it anymore. You need to be able to put your focus on a different able to put your focus on a different able to put your focus on a different system, and to your people, and to build system, and to your people, and to build system, and to your people, and to build a machine that can run without you. And a machine that can run without you. And a machine that can run without you. And that's a big deal. That's a big deal for that's a big deal. That's a big deal for that's a big deal. That's a big deal for them because it's basically who they are them because it's basically who they are them because it's basically who they are at this point. It takes a second. This

at this point. It takes a second. This at this point. It takes a second. This is something that you can surface very is something that you can surface very is something that you can surface very often. In the first session, I do a time often. In the first session, I do a time often. In the first session, I do a time audit. Very big picture, you know, but audit. Very big picture, you know, but audit. Very big picture, you know, but like I take the six functions, and I'm like I take the six functions, and I'm like I take the six functions, and I'm like, "Okay, how much of your time do like, "Okay, how much of your time do like, "Okay, how much of your time do you spend in each function?" You know, you spend in each function?" You know, you spend in each function?" You know, just a rough percentage. Every time just a rough percentage. Every time just a rough percentage. Every time there's a function that's beyond 40% in there's a function that's beyond 40% in there's a function that's beyond 40% in time spent in sales, product, marketing, time spent in sales, product, marketing, time spent in sales, product, marketing, you know it's going to be a topic, and you know it's going to be a topic, and you know it's going to be a topic, and it's going to take some work for them to it's going to take some work for them to it's going to take some work for them to actually let go. actually let go. actually let go. >> I like that lens. If 40% of your time is >> I like that lens. If 40% of your time is >> I like that lens. If 40% of your time is going into one function, that's probably going into one function, that's probably going into one function, that's probably the thing you need to start delegating. the thing you need to start delegating. the thing you need to start delegating. On to pattern number two, and this is On to pattern number two, and this is On to pattern number two, and this is one I see across Tiny Seed constantly. one I see across Tiny Seed constantly. one I see across Tiny Seed constantly. >> Number two, I think a lot of people will >> Number two, I think a lot of people will >> Number two, I think a lot of people will recognize the pattern, and not just recognize the pattern, and not just recognize the pattern, and not just founders, but founders at this stage founders, but founders at this stage founders, but founders at this stage specifically is doing too many things at specifically is doing too many things at specifically is doing too many things at once, right? So, you get on a on the once, right? So, you get on a on the once, right? So, you get on a on the session, one of the first sessions, and session, one of the first sessions, and session, one of the first sessions, and you realize that founders run five you realize that founders run five you realize that founders run five growth initiatives in parallel. And when growth initiatives in parallel. And when growth initiatives in parallel. And when you start, you know, questioning like, you start, you know, questioning like, you start, you know, questioning like, "But are you sure that you will be able "But are you sure that you will be able "But are you sure that you will be able to bring them all to fruition, and how to bring them all to fruition, and how to bring them all to fruition, and how come it's taking so long?" It's very come it's taking so long?" It's very come it's taking so long?" It's very difficult for them to let go because difficult for them to let go because difficult for them to let go because they think that it's saying no. No, I'm they think that it's saying no. No, I'm they think that it's saying no. No, I'm not going to do this. And actually, the not going to do this. And actually, the not going to do this. And actually, the reframe is we're not saying no, we're reframe is we're not saying no, we're reframe is we're not saying no, we're just saying not now. It's about just saying not now. It's about just saying not now. It's about sequencing, right? And, you know, very sequencing, right? And, you know, very sequencing, right? And, you know, very often you see like many different ICPs, often you see like many different ICPs, often you see like many different ICPs, different type of clients that founders different type of clients that founders different type of clients that founders are pursuing, even sometimes different are pursuing, even sometimes different are pursuing, even sometimes different sales motions, different acquisition sales motions, different acquisition sales motions, different acquisition channels. And there's one tool that I

channels. And there's one tool that I channels. And there's one tool that I want to share with your audience that I want to share with your audience that I want to share with your audience that I found very helpful to focus and to help found very helpful to focus and to help found very helpful to focus and to help them focus. And the way it's useful is them focus. And the way it's useful is them focus. And the way it's useful is because there's no subjectivity about because there's no subjectivity about because there's no subjectivity about it. It's basically math. It's the sales it. It's basically math. It's the sales it. It's basically math. It's the sales velocity equation. I don't know if velocity equation. I don't know if velocity equation. I don't know if you've used that before, but basically, you've used that before, but basically, you've used that before, but basically, you take every segment, so let's say you take every segment, so let's say you take every segment, so let's say like I have this client for example, like I have this client for example, like I have this client for example, compliance SAS that sells into banks. It compliance SAS that sells into banks. It compliance SAS that sells into banks. It was going after national banks, regional was going after national banks, regional was going after national banks, regional banks, and community banks. And mostly banks, and community banks. And mostly banks, and community banks. And mostly regional and community. And the thing regional and community. And the thing regional and community. And the thing is, when we compare the sales velocity, is, when we compare the sales velocity, is, when we compare the sales velocity, the pipeline, the conversion rate, the the pipeline, the conversion rate, the the pipeline, the conversion rate, the sales cycle, and the deal size, like he sales cycle, and the deal size, like he sales cycle, and the deal size, like he spent a lot of time on the regional spent a lot of time on the regional spent a lot of time on the regional banks because they were 70K per deal banks because they were 70K per deal banks because they were 70K per deal versus the community banks that had, I versus the community banks that had, I versus the community banks that had, I think, think, think, like something like 30K per deal. The like something like 30K per deal. The like something like 30K per deal. The thing is, the sales cycle for the thing is, the sales cycle for the thing is, the sales cycle for the regional banks was 7 months versus 1 regional banks was 7 months versus 1 regional banks was 7 months versus 1 month for the community banks. So, month for the community banks. So, month for the community banks. So, basically, spending more time on the basically, spending more time on the basically, spending more time on the community banks after 6 months means community banks after 6 months means community banks after 6 months means basically 10 times the revenue. It's basically 10 times the revenue. It's basically 10 times the revenue. It's just math. And so, we're not saying just math. And so, we're not saying just math. And so, we're not saying we're never going to do the regional we're never going to do the regional we're never going to do the regional banks. We're just saying right now, the banks. We're just saying right now, the banks. We're just saying right now, the best use of your time is on these best use of your time is on these best use of your time is on these channel, these ICP, these motion, and channel, these ICP, these motion, and channel, these ICP, these motion, and these are the numbers to back it up.

these are the numbers to back it up. these are the numbers to back it up. >> All right, on to pattern number three. >> All right, on to pattern number three. >> All right, on to pattern number three. This is the one I warned you about. This is the one I warned you about. This is the one I warned you about. >> The rescuing founder. The rescuing >> The rescuing founder. The rescuing >> The rescuing founder. The rescuing founder is basically team members come founder is basically team members come founder is basically team members come to him with problems, him or her, and to him with problems, him or her, and to him with problems, him or her, and they think it's faster, and it very they think it's faster, and it very they think it's faster, and it very often it is, short-term, to just take often it is, short-term, to just take often it is, short-term, to just take the problem and solve it themselves. the problem and solve it themselves. the problem and solve it themselves. They're not going to take time to They're not going to take time to They're not going to take time to actually work the problem with the team actually work the problem with the team actually work the problem with the team member in order for them to still own member in order for them to still own member in order for them to still own the problem. And the thing is, when you the problem. And the thing is, when you the problem. And the thing is, when you do that, what you're actually doing is do that, what you're actually doing is do that, what you're actually doing is you're teaching your team members, bring you're teaching your team members, bring you're teaching your team members, bring me problems instead of solutions. And me problems instead of solutions. And me problems instead of solutions. And so, you cannot grow like that. so, you cannot grow like that. so, you cannot grow like that. Basically, you are just in this loop Basically, you are just in this loop Basically, you are just in this loop where you are still the bottleneck. And where you are still the bottleneck. And where you are still the bottleneck. And so a few things that are extremely so a few things that are extremely so a few things that are extremely helpful here, the first one that I love, helpful here, the first one that I love, helpful here, the first one that I love, that I use very often, is the 10 80 10 that I use very often, is the 10 80 10 that I use very often, is the 10 80 10 rule. Probably know, basically just get rule. Probably know, basically just get rule. Probably know, basically just get involved in the first 10% of the task involved in the first 10% of the task involved in the first 10% of the task and the last 10% of the task. The 80% in and the last 10% of the task. The 80% in and the last 10% of the task. The 80% in the middle are your team members' the middle are your team members' the middle are your team members' responsibility. So be there to help responsibility. So be there to help responsibility. So be there to help frame, scope it out, share, be clear on frame, scope it out, share, be clear on frame, scope it out, share, be clear on the standards of expectation, and then the standards of expectation, and then the standards of expectation, and then be there at the end to actually get be there at the end to actually get be there at the end to actually get the project, the deliverable where you the project, the deliverable where you the project, the deliverable where you want it to be. This one has been helpful want it to be. This one has been helpful want it to be. This one has been helpful with clients. The second one is with clients. The second one is with clients. The second one is basically creating a system that fosters basically creating a system that fosters basically creating a system that fosters accountability. And that requires an accountability. And that requires an accountability. And that requires an operating rhythm, right? So weekly operating rhythm, right? So weekly operating rhythm, right? So weekly cadence. I like the model of one cadence. I like the model of one cadence. I like the model of one priority per week, three commitments on

priority per week, three commitments on priority per week, three commitments on this priority, and and then a scorecard this priority, and and then a scorecard this priority, and and then a scorecard to measure it. Very simple, very clear. to measure it. Very simple, very clear. to measure it. Very simple, very clear. And you do need tools in order to create And you do need tools in order to create And you do need tools in order to create delegation. Otherwise, it's very hard delegation. Otherwise, it's very hard delegation. Otherwise, it's very hard for a founder from nothing to create a for a founder from nothing to create a for a founder from nothing to create a new system. So those tools actually I new system. So those tools actually I new system. So those tools actually I very much rely on them when I in my work very much rely on them when I in my work very much rely on them when I in my work with clients because it gives them with clients because it gives them with clients because it gives them something that they can do to start, you something that they can do to start, you something that they can do to start, you know, the the transition. know, the the transition. know, the the transition. >> Of all six patterns, this is the one I >> Of all six patterns, this is the one I >> Of all six patterns, this is the one I fell into the most while growing my last fell into the most while growing my last fell into the most while growing my last startup, Drip. I like helping people. I startup, Drip. I like helping people. I startup, Drip. I like helping people. I like solving problems. Gives me energy. like solving problems. Gives me energy. like solving problems. Gives me energy. In my personal life, one of my kids' car In my personal life, one of my kids' car In my personal life, one of my kids' car batteries died the other day, and I batteries died the other day, and I batteries died the other day, and I genuinely enjoyed walking them through genuinely enjoyed walking them through genuinely enjoyed walking them through calling AAA. It's just who I am. In calling AAA. It's just who I am. In calling AAA. It's just who I am. In business, that same instinct wrecked me. business, that same instinct wrecked me. business, that same instinct wrecked me. At Drip, I was Mr. Swoop-in, Mr. Fix-it. At Drip, I was Mr. Swoop-in, Mr. Fix-it. At Drip, I was Mr. Swoop-in, Mr. Fix-it. I figured, I'm the founder, obviously I I figured, I'm the founder, obviously I I figured, I'm the founder, obviously I should solve all the problems. And by should solve all the problems. And by should solve all the problems. And by the time we were 10 people, I was still the time we were 10 people, I was still the time we were 10 people, I was still making every decision. The default for making every decision. The default for making every decision. The default for everything became, "Well, let's see what everything became, "Well, let's see what everything became, "Well, let's see what Rob thinks." It was my fault. I taught Rob thinks." It was my fault. I taught Rob thinks." It was my fault. I taught my team to work that way, and it burned my team to work that way, and it burned my team to work that way, and it burned me out. On to pattern number four. This me out. On to pattern number four. This me out. On to pattern number four. This one is actually maybe the actually I one is actually maybe the actually I one is actually maybe the actually I think it might be the most common one I think it might be the most common one I think it might be the most common one I see. It's the visibility problem see. It's the visibility problem see. It's the visibility problem disguised as a lead problem. Let me tell disguised as a lead problem. Let me tell disguised as a lead problem. Let me tell you more. How many clients come to a you more. How many clients come to a you more. How many clients come to a session and say, "We need more leads. We session and say, "We need more leads. We session and say, "We need more leads. We need more leads." Everyone. Most, right?

need more leads." Everyone. Most, right? need more leads." Everyone. Most, right? And then you ask a few questions and you And then you ask a few questions and you And then you ask a few questions and you realize they don't know which channel realize they don't know which channel realize they don't know which channel produces the best customers. They don't produces the best customers. They don't produces the best customers. They don't know, you know, how, you know, the know, you know, how, you know, the know, you know, how, you know, the percentage that convert. They don't know percentage that convert. They don't know percentage that convert. They don't know where prospect drop in the funnel. Who where prospect drop in the funnel. Who where prospect drop in the funnel. Who expands, who churn. So, they actually expands, who churn. So, they actually expands, who churn. So, they actually don't know where is the bottleneck, don't know where is the bottleneck, don't know where is the bottleneck, what's to fix. And it's understandable what's to fix. And it's understandable what's to fix. And it's understandable when growth slows, the instinct is just when growth slows, the instinct is just when growth slows, the instinct is just to add, you know, more marketing, more to add, you know, more marketing, more to add, you know, more marketing, more sales, more tools. Actually, in most sales, more tools. Actually, in most sales, more tools. Actually, in most cases, it's getting the information cases, it's getting the information cases, it's getting the information where things break, where do we need to where things break, where do we need to where things break, where do we need to focus. And um just today talked to a a focus. And um just today talked to a a focus. And um just today talked to a a client and uh we've been working client and uh we've been working client and uh we've been working together for many months. Uh but he together for many months. Uh but he together for many months. Uh but he came, same thing, I need more leads, came, same thing, I need more leads, came, same thing, I need more leads, growth has stalled. We start working growth has stalled. We start working growth has stalled. We start working together and uh realized that, you know, together and uh realized that, you know, together and uh realized that, you know, he has a churn issue, turnover issue he has a churn issue, turnover issue he has a churn issue, turnover issue within his sales teams. Yeah, sales within his sales teams. Yeah, sales within his sales teams. Yeah, sales conversion rate. And you know, we start conversion rate. And you know, we start conversion rate. And you know, we start popping up the hood and uh he actually popping up the hood and uh he actually popping up the hood and uh he actually needs more technician to deliver on on needs more technician to deliver on on needs more technician to deliver on on his product to to avoid churn. The his product to to avoid churn. The his product to to avoid churn. The scripts of his sales teams are not good, scripts of his sales teams are not good, scripts of his sales teams are not good, you know, they need to be improved. The you know, they need to be improved. The you know, they need to be improved. The compensation of his sales team is not ad compensation of his sales team is not ad compensation of his sales team is not ad hoc. So, in just 6 months cuz I I hoc. So, in just 6 months cuz I I hoc. So, in just 6 months cuz I I actually asked him to um find out those actually asked him to um find out those actually asked him to um find out those data. Uh recently, you know, the LTV to data. Uh recently, you know, the LTV to data. Uh recently, you know, the LTV to CAC ratio went from high twos to four in CAC ratio went from high twos to four in CAC ratio went from high twos to four in 6 months just by doing the work on 6 months just by doing the work on 6 months just by doing the work on those. And so, those were actually the those. And so, those were actually the those. And so, those were actually the highest priorities for him, not more highest priorities for him, not more highest priorities for him, not more leads.

leads. leads. >> And when you're that close to the metal, >> And when you're that close to the metal, >> And when you're that close to the metal, you usually can't see this yourself. I you usually can't see this yourself. I you usually can't see this yourself. I still deal with it today. I've been a still deal with it today. I've been a still deal with it today. I've been a founder for more than two decades, and founder for more than two decades, and founder for more than two decades, and the reason I get away without a coach the reason I get away without a coach the reason I get away without a coach right now is that I've gotten pretty right now is that I've gotten pretty right now is that I've gotten pretty good at knowing when I need outside good at knowing when I need outside good at knowing when I need outside eyes. Most founders haven't built that eyes. Most founders haven't built that eyes. Most founders haven't built that muscle yet. Without a standing session muscle yet. Without a standing session muscle yet. Without a standing session where someone asks, "Do you need a where someone asks, "Do you need a where someone asks, "Do you need a different point of view on this?" you different point of view on this?" you different point of view on this?" you can get stuck without knowing you're can get stuck without knowing you're can get stuck without knowing you're stuck. stuck. stuck. >> 100% and I'm obviously sharing this from >> 100% and I'm obviously sharing this from >> 100% and I'm obviously sharing this from a place of love and it's not about a place of love and it's not about a place of love and it's not about pointing fingers here. I've done all pointing fingers here. I've done all pointing fingers here. I've done all those things. those things. those things. Uh you know, had my uh business in New Uh you know, had my uh business in New Uh you know, had my uh business in New York for 6 years. I've been the York for 6 years. I've been the York for 6 years. I've been the bottleneck, been focused on the leads, bottleneck, been focused on the leads, bottleneck, been focused on the leads, been lecturing teammates. I've I've done been lecturing teammates. I've I've done been lecturing teammates. I've I've done them all. So, it's exactly how you said them all. So, it's exactly how you said them all. So, it's exactly how you said it. When you're close to the action, it. When you're close to the action, it. When you're close to the action, when you just have your nose in it day when you just have your nose in it day when you just have your nose in it day in day out, the pressure, you know, the in day out, the pressure, you know, the in day out, the pressure, you know, the expectations, it's difficult to have expectations, it's difficult to have expectations, it's difficult to have that visibility. Almost impossible if that visibility. Almost impossible if that visibility. Almost impossible if you don't have the right forum for it.

you don't have the right forum for it. you don't have the right forum for it. Number five is the emotional reality of Number five is the emotional reality of Number five is the emotional reality of it all. All right. Something that comes it all. All right. Something that comes it all. All right. Something that comes up very often, founders tell me, "Most up very often, founders tell me, "Most up very often, founders tell me, "Most days I feel both encouraged and days I feel both encouraged and days I feel both encouraged and discouraged." This is something that discouraged." This is something that discouraged." This is something that comes back very often. And I think comes back very often. And I think comes back very often. And I think that's a very important reframe is you that's a very important reframe is you that's a very important reframe is you don't solve uncertainty with more don't solve uncertainty with more don't solve uncertainty with more thinking. You solve uncertainty through thinking. You solve uncertainty through thinking. You solve uncertainty through action. The founders who keep moving, action. The founders who keep moving, action. The founders who keep moving, they try to stick with momentum, keep they try to stick with momentum, keep they try to stick with momentum, keep executing, and that's how the emotional executing, and that's how the emotional executing, and that's how the emotional regulation happens in the best way and regulation happens in the best way and regulation happens in the best way and the fastest way. The ones that stop the fastest way. The ones that stop the fastest way. The ones that stop executing because of uncertainty and executing because of uncertainty and executing because of uncertainty and just get caught up in the thinking loop, just get caught up in the thinking loop, just get caught up in the thinking loop, it's usually getting worse. And I it's usually getting worse. And I it's usually getting worse. And I thought that was worth actually one spot thought that was worth actually one spot thought that was worth actually one spot in this list. in this list. in this list. >> This matches exactly with what we see at >> This matches exactly with what we see at >> This matches exactly with what we see at the Tiny Seed Accelerator. When people the Tiny Seed Accelerator. When people the Tiny Seed Accelerator. When people ask me which founders succeed, the ask me which founders succeed, the ask me which founders succeed, the answer is the ones who do a lot of answer is the ones who do a lot of answer is the ones who do a lot of things with a sense of urgency, and things with a sense of urgency, and things with a sense of urgency, and they're right more often than they're they're right more often than they're they're right more often than they're not. You don't have to be right 100% of not. You don't have to be right 100% of not. You don't have to be right 100% of the time or 90% of the time. If you're the time or 90% of the time. If you're the time or 90% of the time. If you're right 60% of the time, you're going to right 60% of the time, you're going to right 60% of the time, you're going to be doing pretty well. And these founders be doing pretty well. And these founders be doing pretty well. And these founders take action to gather data, act on that take action to gather data, act on that take action to gather data, act on that data, then gather more. Analysis data, then gather more. Analysis data, then gather more. Analysis paralysis hits builders especially hard paralysis hits builders especially hard paralysis hits builders especially hard because writing one more feature feels because writing one more feature feels because writing one more feature feels safe. It's fun. It's why we got into safe. It's fun. It's why we got into safe. It's fun. It's why we got into this. If you're a builder, if you're a this. If you're a builder, if you're a this. If you're a builder, if you're a maker, that's the fun part. Sending the maker, that's the fun part. Sending the maker, that's the fun part. Sending the cold DMs, putting yourself out there.

cold DMs, putting yourself out there. cold DMs, putting yourself out there. That's the scary part. And it's the part That's the scary part. And it's the part That's the scary part. And it's the part that actually moves the needle. that actually moves the needle. that actually moves the needle. >> 100% short learning loops. Short >> 100% short learning loops. Short >> 100% short learning loops. Short learning loops, right? Do something, learning loops, right? Do something, learning loops, right? Do something, result, let's iterate. And it's very result, let's iterate. And it's very result, let's iterate. And it's very useful. I think founders at this stage, useful. I think founders at this stage, useful. I think founders at this stage, they don't want like general advice. they don't want like general advice. they don't want like general advice. They are drowning in advice. They want They are drowning in advice. They want They are drowning in advice. They want to be able to have something actionable. to be able to have something actionable. to be able to have something actionable. And usually to identify like what the And usually to identify like what the And usually to identify like what the highest leverage path to their next highest leverage path to their next highest leverage path to their next stage. And that's usually like action. stage. And that's usually like action. stage. And that's usually like action. Short learning loops. Short learning loops. Short learning loops. >> The last pattern is the most 2026 of >> The last pattern is the most 2026 of >> The last pattern is the most 2026 of them all. If you've been feeling the them all. If you've been feeling the them all. If you've been feeling the urge to bolt AI agents into every aspect urge to bolt AI agents into every aspect urge to bolt AI agents into every aspect of your business, listen up. of your business, listen up. of your business, listen up. >> Number six, I wanted to pick something >> Number six, I wanted to pick something >> Number six, I wanted to pick something that was related to this new AI era. And that was related to this new AI era. And that was related to this new AI era. And it's tricky because obviously there's so it's tricky because obviously there's so it's tricky because obviously there's so much going on. And it's in every much going on. And it's in every much going on. And it's in every conversation that I have. One thing that conversation that I have. One thing that conversation that I have. One thing that I wanted to highlight is the shiny I wanted to highlight is the shiny I wanted to highlight is the shiny object syndrome. So, very often the object syndrome. So, very often the object syndrome. So, very often the response to AI with the founders I work response to AI with the founders I work response to AI with the founders I work with is, I'm going to build a ton of with is, I'm going to build a ton of with is, I'm going to build a ton of agents. I'm going to build agents to do agents. I'm going to build agents to do agents. I'm going to build agents to do this, to do that. Agents, agents.

this, to do that. Agents, agents. this, to do that. Agents, agents. Make no mistakes. Agents are great. I Make no mistakes. Agents are great. I Make no mistakes. Agents are great. I love them. But it's just like there are love them. But it's just like there are love them. But it's just like there are a number of things that sometimes need a number of things that sometimes need a number of things that sometimes need to happen before. And the first biggest to happen before. And the first biggest to happen before. And the first biggest challenge that I see at this stage is if challenge that I see at this stage is if challenge that I see at this stage is if you don't have clarity on your ICP, the you don't have clarity on your ICP, the you don't have clarity on your ICP, the use case that works for you, how your use case that works for you, how your use case that works for you, how your GTM is designed, you're going to be GTM is designed, you're going to be GTM is designed, you're going to be crushed by AI. The AI punishes fuzzy crushed by AI. The AI punishes fuzzy crushed by AI. The AI punishes fuzzy positioning, rewards clarity, rewards positioning, rewards clarity, rewards positioning, rewards clarity, rewards like ROI, clear deliverable. And some like ROI, clear deliverable. And some like ROI, clear deliverable. And some founders don't have that yet. And they founders don't have that yet. And they founders don't have that yet. And they can't capture the right data if they can't capture the right data if they can't capture the right data if they don't have clarity on their ICP on their don't have clarity on their ICP on their don't have clarity on their ICP on their use case. So they they cannot leverage use case. So they they cannot leverage use case. So they they cannot leverage AI for their own product. So there's a AI for their own product. So there's a AI for their own product. So there's a lot of work already there to be done. lot of work already there to be done. lot of work already there to be done. GTM first. Number two, like a lot depend GTM first. Number two, like a lot depend GTM first. Number two, like a lot depend on SEO still. And on SEO still. And on SEO still. And you probably saw SEO is declining like you probably saw SEO is declining like you probably saw SEO is declining like across the board. So usually before across the board. So usually before across the board. So usually before setting up a new agent, just what setting up a new agent, just what setting up a new agent, just what channel do you want to develop to channel do you want to develop to channel do you want to develop to counterbalance the the decrease of SEO?

counterbalance the the decrease of SEO? counterbalance the the decrease of SEO? This needs to be intentional. And then This needs to be intentional. And then This needs to be intentional. And then last but not least is really like the last but not least is really like the last but not least is really like the information flow, right? So there is an information flow, right? So there is an information flow, right? So there is an opportunity to simplify everything with opportunity to simplify everything with opportunity to simplify everything with AI before adding more agents. AI before adding more agents. AI before adding more agents. You know, a lot of how a good GTM You know, a lot of how a good GTM You know, a lot of how a good GTM organizations have their structured is, organizations have their structured is, organizations have their structured is, you know, you will have SDR, AE, you know, you will have SDR, AE, you know, you will have SDR, AE, manager, you will have some rev up, some manager, you will have some rev up, some manager, you will have some rev up, some enablement. The thing is, if everybody enablement. The thing is, if everybody enablement. The thing is, if everybody is connected to the same information in is connected to the same information in is connected to the same information in real time and leveraging AI, well, there real time and leveraging AI, well, there real time and leveraging AI, well, there is a lot you don't need anymore actually is a lot you don't need anymore actually is a lot you don't need anymore actually because information is just flowing. And because information is just flowing. And because information is just flowing. And so I think it it impacts how so I think it it impacts how so I think it it impacts how organizations work. That's a big deal. organizations work. That's a big deal. organizations work. That's a big deal. It's really like you can really keep a It's really like you can really keep a It's really like you can really keep a tight team and get a lot done. And tight team and get a lot done. And tight team and get a lot done. And agents, they're they're there for agents, they're they're there for agents, they're they're there for everybody. Just make sure that like everybody. Just make sure that like everybody. Just make sure that like those fundamentals of your business are those fundamentals of your business are those fundamentals of your business are secure before like adding complexity. secure before like adding complexity. secure before like adding complexity. >> Before we wrapped, I asked Julian what >> Before we wrapped, I asked Julian what >> Before we wrapped, I asked Julian what working with him at SAS Institute working with him at SAS Institute working with him at SAS Institute actually looks like. actually looks like. actually looks like. >> Yeah, it's one session every two weeks >> Yeah, it's one session every two weeks >> Yeah, it's one session every two weeks plus the community. We get started with plus the community. We get started with plus the community. We get started with the first priority that's going to have the first priority that's going to have the first priority that's going to have an outsize impact on your business. We an outsize impact on your business. We an outsize impact on your business. We create one priority, three involvements create one priority, three involvements create one priority, three involvements until the next session. And if we need until the next session. And if we need until the next session. And if we need to add more, if we need to involve more to add more, if we need to involve more to add more, if we need to involve more team members, we can do that. But the team members, we can do that. But the team members, we can do that. But the relationship with the founder bi-weekly, relationship with the founder bi-weekly, relationship with the founder bi-weekly, that's the foundation of the coaching that's the foundation of the coaching that's the foundation of the coaching together with obviously the community of together with obviously the community of together with obviously the community of the SAS Institute.

the SAS Institute. the SAS Institute. >> If you saw yourself in any of these six >> If you saw yourself in any of these six >> If you saw yourself in any of these six patterns, that's exactly what SAS patterns, that's exactly what SAS patterns, that's exactly what SAS Institute was built for. It's our Institute was built for. It's our Institute was built for. It's our coaching program for B2B SAS founders coaching program for B2B SAS founders coaching program for B2B SAS founders doing at least a million dollars in ARR. doing at least a million dollars in ARR. doing at least a million dollars in ARR. You get one-on-one coaching from people You get one-on-one coaching from people You get one-on-one coaching from people like Julian who've seen hundreds of like Julian who've seen hundreds of like Julian who've seen hundreds of companies at your stage, a community of companies at your stage, a community of companies at your stage, a community of peers wrestling with the same peers wrestling with the same peers wrestling with the same challenges, and high-end in-person challenges, and high-end in-person challenges, and high-end in-person events exclusively for seven-figure plus events exclusively for seven-figure plus events exclusively for seven-figure plus founders. Because surrounding yourself founders. Because surrounding yourself founders. Because surrounding yourself with other people at your level is often with other people at your level is often with other people at your level is often the unlock to breaking through the next the unlock to breaking through the next the unlock to breaking through the next plateau. To learn more and apply, head plateau. To learn more and apply, head plateau. To learn more and apply, head to SASinstitute.com. to SASinstitute.com. to SASinstitute.com. Every pattern Julian shared maps to a Every pattern Julian shared maps to a Every pattern Julian shared maps to a specific stage of growth, and knowing specific stage of growth, and knowing specific stage of growth, and knowing which stage you're in tells you which of which stage you're in tells you which of which stage you're in tells you which of these traps you're most likely standing these traps you're most likely standing these traps you're most likely standing in right now. I made a video breaking in right now. I made a video breaking in right now. I made a video breaking down the five phases of product-market down the five phases of product-market down the five phases of product-market fit, including the actual metrics that fit, including the actual metrics that fit, including the actual metrics that tell you where you are. Most founders tell you where you are. Most founders tell you where you are. Most founders doing more than a million are in phase doing more than a million are in phase doing more than a million are in phase four and don't realize what's between four and don't realize what's between four and don't realize what's between them and phase five. Watch that one them and phase five. Watch that one them and phase five. Watch that one next. If you found this video helpful, next. If you found this video helpful, next. If you found this video helpful, please give it a like and subscribe. please give it a like and subscribe. please give it a like and subscribe. Thanks for watching. I'll see you next Thanks for watching. I'll see you next Thanks for watching. I'll see you next time.