Nabeel Mushtaq

We are raising $250,000 to fuel the growth of our retail automation startup Afiari Inc. to onboard at least 10,000 paying businesses over the next 18 - 24 months. Firstly, what is Afiari and what are we building? Afiari is enabling retail (physical) businesses to sell online and automate operations from purchasing to point-of-sale. Our long-term goal is to be able to connect data points from points of sale back to manufacturing and this we will do by first, creating a path for digitization by providing the tools that will help retail businesses manage not just their inventory but also purchasing processes, supplier management, receiving invoice payments automatically, and of course selling their products via our marketplace. It’s an ecosystem and we are ready to push the boundaries of the market. So why should you invest in us?  The first is that, we don’t die! We have been in the space for the past three years, learning, experimenting, pivoting, and repivoting. We have also built out the solution that we are beginning to see adoption for, we now want to grow massively while generating real-time revenue from across our products. Today, we have 8 paying businesses and 22 businesses onboarded in total. Our strategy is to get enough businesses to use our solution as ERP for their businesses while we gradually derive the potential of online sales via our marketplace by driving demand to these vetted businesses. The final reason to invest is that we know that this is incredibly hard and that is what gets us excited. We don’t just want to build for the sake of it, we always work from the ground up and attack the problems from the root. It is a more difficult approach but it is also incredibly rewarding. So, if this makes sense to you, then let’s have a chat about it. I am available to meet in person or virtually depending on your location. Reach out to me via DM, email at [email protected], or call +2347062029656

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Learn how we scaled this Shopify client from $15K/m Nov 2023 to $148K in organic search revenue for the past 30 days... A year ago, they did $15K in November, had never crossed $20K in organic, and struggled to scale past $200K in monthly revenue. Fast-forward a year, and they have exceeded $1M in total revenue in the last 30 days. SEO has had a transformative effect on the brand's ability to scale. Here is how we did it: 1. Posted 5 new blog posts monthly (with links to product pages and collections). 2. Built new collections to capture long-tail traffic with optimized content and internal links. 3. Optimized product listings for long-tail searches. 4. Monthly SEO workflows: Track new content and re-optimize for new keywords. Use GSC data to maximize the traffic potential of every important page. 5. We implemented our link-building system within their company. We create manual outreach campaigns where we scrape their keywords and reach out to sites ranking for these keywords to land high-quality links. 6. We answered journalist queries about things they are experts at and landed links from high-authority publications. 7. We found high-authority publications and paid for listings or co-authored articles (advertorial). We then built links to these articles that helped them rank, driving a ton of authority and traffic to the brand. 8. Made sure to resolve conflicts when different pages rank for the same term or react to pages that would not rank. 9. Made sure the site was technically solid. 10. We were consistent and did the right things repeatedly until things started to rank. That's it. SEO is simple, but it is important to do the right things and be consistent.

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Thanks for the call out Deedy Das! Appreciate the post! 🙏 I recently brought on a world class CEO Coach Matt Mochary. He also coaches Sam Altman, Brian Armstrong, Steve Huffman and many others. As I dissected this with him - he advised that VCs invest using the relationship method (investing in companies where there is a built up trusting friendly relationship) and the company profile ends up being secondary. While of course it is still important to have good metrics to close the deal - without the relationship VCs can and will find any excuse/reason/number NOT to invest. I know this to be true because every single round we have raised (we have raised $150M+) has been built on existing relationships. Our investors have been amazing and incredibly supportive - Bee Partners, Lightbank, Inovia Capital, Lion Capital, Acrew Capital, Titanium Ventures, Harley Finkelstein, Stephen Curry, Penny Jar Capital, Full In Partners, BDC, Hyphen Capital... However 2 things are different: 1 - While Henry Shi is now in SF and I spend a lot of time out there - I still live in Toronto and about half our company is here in Canada. Nothing compares to living in SF and naturally building relationships there. 2 - We did not start the company going up the 'standard' silicon valley path. Going through Y Combinator means you are in the inner circle to get picked up by Sequoia Capital, Andreessen Horowitz, Accel, Kleiner Perkins, Benchmark and so on... as there are strong relationships already built there. All this being said - it doesn't really matter 😀 While we may not be well known in the Silicon Valley echo chamber - we are helping millions of customers save, earn, build their credit score, and experience more of what life has to offer. We are growing fast, profitable, and will get to a great outcome! It just may take us a bit longer. :) 💪

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Sharing my first case study with Jason Zigelbaum from Zigpoll, who doubled his MRR since working with GTM Social. Zigpoll is a no-code survey whose main market is Shopify brands, who install the platform as an app from the Shopify App store. Staying top of mind with brands and agencies serving those brands is important to drive referrals and word of mouth. As a solo dev building out Zigpoll, he didn't have enough time for marketing because he was handling all the product development and customer support. He wanted to focus as much time on product dev bc it's his strength and Shopify apps are an *extremely competitive market - but he wanted to start firing his marketing engine as his growth was starting to plateau. I've been working with him to support his LI content, and the most important aspect to growth has been the work we've done on social proof. The first thing I noticed: Zigpoll didn't have any case studies on their site - but they had some of the largest Shopify Plus and ecommerce brands driving thousands of survey submissions every month. Common occurrence for many b2b companies - they don't have the time to sit down with their best customers, learn exactly how they're using the product, and turn that into case studies that their other customers can learn from. We've written 14 case studies since February, with a focusing on covering different verticals (beauty vs. conversion optimisation agency vs. sports) and use cases. Case studies and social proof are a strategic asset: 1) They improve conversion on key landing pages and paid campaigns 2) Can be seeded in product to increase adoption in a self-serve model. So when you learn a brand has a novel set of survey questions / flows -> they can be added to Zigpoll's template library 3) They can be posted on social. It's inherently viral (the customers will like / comment on the piece), and you can write dedicated posts for each section of the content to get continual value. 4) You learn what aspects of your product brands really value, allowing you to validate features and figure out roadmap. All Jason had to do for these case studies? Book his customers for a 15 minute chat with my calendar link - I handled the prep work, interviewing, writing, and design. If you're looking to build your inbound marketing engine and create social proof content that moves the needle - let's setup a chat :)

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Today at Antler VC Toronto, we had Michael Kravshik, CPA, CA, the founder of LumiQ come speak to us. The cohort is in week 5 of the 10-week residency. We’re still very much in the process of solidifying our cofounders and searching for product market fit. So Michael’s speech was timely, informative, and inspirational. Here were my key take-aways. 𝐎𝐧 𝐟𝐢𝐧𝐝𝐢𝐧𝐠 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐦𝐚𝐫𝐤𝐞𝐭 𝐟𝐢𝐭  🔸 Ideas don’t matter, the iterative test approach does; it’s more painful in the present but saves you lots of time in the future 🔸 Start with really broad assumptions, start validating those broad ideas, and then through the process of speaking to customers to get to the really narrow concepts 🔸 At one point Michael and his co-founder went through invalidating 25 ideas, which would seem discouraging but they grew and developed a lot through this process (even though they didn’t know it at the time) 🔸 At one point they did a mind-boggling 500 one-on-one interviews in the span of 6 weeks 🔸 The only sustainable advantage you can in a startup is knowing your customer better than anyone else 🔸 PMF is a moving target 🔸 PMF is treated as a verb at LumiQ 𝐀𝐝𝐯𝐢𝐜𝐞 𝐅𝐨𝐫 𝐅𝐨𝐮𝐧𝐝𝐞𝐫𝐬 🔸 Be curious, open-minded, and be willing to kill your babies 🔸 If you keep going, you will eventually create your own luck 🔸 Lots of people get stuck in sunk-cost fallacy land, but you should listen to your gut and pivot when it doesn’t feel right 🔸 Founders have a reputation for being like cockroaches, and rightfully so, shamelessness can take one quite far I also asked Michael during the QA on what his emotionally compelling reason was for overcoming so many challenges to get the company to where it is today, and his answer was really insightful and relatable. He said that 𝐛𝐞𝐢𝐧𝐠 𝐚 𝐟𝐨𝐮𝐧𝐝𝐞𝐫 𝐢𝐬 𝐚 𝐥𝐢𝐟𝐞𝐬𝐭𝐲𝐥𝐞 𝐜𝐡𝐨𝐢𝐜𝐞, 𝐧𝐨𝐭 𝐚 𝐜𝐚𝐫𝐞𝐞𝐫 𝐜𝐡𝐨𝐢𝐜𝐞. Furthermore, if you’re not crazy AND stupid you probably shouldn’t do this! Thanks for bestowing your wisdom on us Michael Kravshik, CPA, CA and I hope I captured your words and sentiments correctly! 😃 #startups

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How did we help nearly triple installs for a Shopify app client in 1 year? First you have to have the proper foundation for growth. When we started in early 23'; our focus was on brand and defining our acquisition strategy. These are time consuming processes & don't always = immediate growth. We also realized that we were missing some depth in the way of onboarding flows to help with TTV (time to value); so we got setup with ActiveCampaign & built out the API to sync with a variety of feature / time based actions that timed with emails. This is also built out by plan type (we have 3). Once we had some of these elements in place; we looked at acquisition strategies. - SEO for Shopify apps is $$ as you the app listing page is where the transactions occur; so even though driving traffic to webpage is important; conversion rate can be less than ideal; so we employed a tactic of reaching to blogs / publications that were doing lists & aggregating info on our sector; and building relationships with them to list our site via affiliate program / backlink to our app store. So instead of spending $$$ on SEO we focused on relationships & being where the searches were already occurring. - Dialing in our paid strategy. We initially started with Google, Shopify App Store, Meta, LinkedIn & Reddit for paid channels. We were spending about 45% of our budget in App Store; with rest spread b/t other channels. LinkedIn was honestly a bust; just too expensive for a <$100 a month SaaS tool & many of our ICP (ecomm biz owners) did not seem to be as active on the platform as we hoped. After spending 2 quarters analyzing CAC, CAC payback period, & trial to conversion rate; we realized that Google wasn't as attractive as a channel as it looked on paper. It also took finding a 3rd party tool App Store Analytics to help tease this out as we weren't initially able to follow source data all the way through install given Shopify App store guardrails. With Google; were getting a lot of installs / clicks; but those customers weren't sticking around & many weren't even converting to paid. So we dialed back our Google spend & reinvested that in hiring a more focused Shopify ad expert (Omer Linhard) & really focusing our efforts on that area. We were able to reduce our CPI (cost per install) by 40-50% & slowly scale spend up to closer to 75% of our ad budget. We ran cold layers on Reddit & Meta; but attribution wasn't ideal; so we paused Meta & left Reddit on as a retargeting layer. - We started a partner program. This now basically runs itself on <$250 a month. We have an outbound campaign setup, a link on our website & we have a Slack channel. We net b/t 10-15 new clients per month through this channel at essentially a $0 CAC. We pay the affiliates 20% of the contract value for 1st 12 months; & we're finding that the affiliates are sharing it amongst themselves; so we're adding b/t 5-10 new affiliates each month. Currently this is generating almost 3K in MRR.

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Hamish McKay has run an absolute masterclass of building in public. Building in public can be controversial, especially if you’re in a market with a low barrier to entry (the Shopify App Store) and you’re fully aware that a few ankle biters are incentivized to grab some of your nascent market. However, in a platform-based ecosystem, it’s understandable and even necessary. If your whole company depends on a third-party platform to be a viable business, you have to be really careful of your primary vendor becoming your primary competitor. My hypothesis? To be taken seriously by enterprise customers, Shopify is continuing to clean up the App Store and quietly removing unmaintained or low-quality apps. I’d also bet that there are going to be a new tier of apps along the lines of, “Shopify Basics," so that new enterprise merchants don't feel like the only way to take advantage of Shopify is layering on a pile of apps. Everyone knows Amazon Basics, right? Amazon uses their treasure trove of consumer data to identify popular products and create a generic line of equal or better quality offerings. Batteries, binders, and bookshelves are all sourced, manufactured, and sold by Amazon directly. Amazon chooses the products to source and sell themselves based on data from the vendors who took the risk of selling on Amazon. We’ve all heard of the handful of large brands who refuse to sell on Amazon - or if you’re Walmart, go so far as to refuse to consider vendors who use AWS for their infrastructure. (Spoiler alert... Amazon never needed you to sell on their platform to identify market trends, they just learned about your margins.) I imagine Shopify has a few highly-paid MBAs in their strategy department combing through app store data, segmenting the data by merchant size, billing volume, or even API usage to determine which apps gain the most traction among merchants. Then, they make the decision whether to build, buy, or ignore. Hamish has set himself up to be bought by Shopify, and I bet it happens sooner rather than later. If Shopify simply rips him off, they send a very public message to the app development ecosystem that will stifle ongoing innovation. If they buy him, similar to their other acquisitions, they remind the ecosystem that you too can get rich by taking on the risk to build in this ecosystem. For us, our primary risk is the Shopify Search & Discovery app. It’s a phenomenal app and eliminating the need for apps like Boost Commerce, Fast Simon, and SearchSpring. Why pay a third-party app for functionality that Shopify offers for free? Our business risk is further amplified by sitting between not just one, but two platforms: Shopify and Google - who are actually partners! We get to watch the innovation (aka competition) happen in real time, and our success will depend upon who can build and maintain better AI-powered search algorithms for large merchants. Based on the AB tests we’ve run, our bet is on Google.

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Is Shopify on a inevitable downward spiral? I've been thinking about this every since Moiz Ali wrote about it in his newsletter months ago. (Check out his discussion with Nik Sharma on the last episode of Limited Supply @ the 18 min mark to learn more about his hypothesis) I even asked Harley about it at The Whalies... and I want to do a longer write up next week on his response + my thoughts. But I'm curious to hear the opinion of other e-comm operators: With Meta (& TikTok) continuously pushing in-app Shopping, traffic to and transactions originated on the Shopify storefront theoretically would go down over time. Especially if Meta & TikTok started financially incentivizing brands to send more traffic to their in-app shopping solutions vs. an external website. That eliminates a huge chunk of Shopify revenue (transaction fees) and disincentivizes operators from investing in their storefront (more apps, higher tiers of plans, etc). What do you think? Is this a threat or not? Are you bearish on Shopify? Disclosure: I'm a $SHOP shareholder & none of this is financial advice.

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People keep talking about how Klaviyo is dying and that you need to migrate. Ignore them! Klaviyo just posted record Q2 earnings. Here's my takeaways: #1 Klaviyo is Growing: Revenue grew 35% year-over-year to $222 million. This is their best quarter yet in terms of revenue! They also added 5,000 new customers in Q2 and now have more than 151,000 customers, this is up 16% from Q2 in 2023. #2 Still The Top eCommerce Data Platform: They continue to have the most integrations (350+). And the ability to unify all your data and channels in one platform, gives it a huge advantage over the competition. This gives brands the ability to scale without having to migrate. I've worked with 500+ brands, you don't want to have to migrate at scale, it's not worth it just to save a couple thousand dollars. #3 Growth In The Entrepreneurial Segment: What is their entrepreneurial segment? This is the segment of brands or stores just starting out, with little revenue who are on a free account that transition to a paid account. This is the one segment where Klaviyo could have softer demand, given all the new competitors that people keep suggesting brands should migrating to due to their lower costs. But the data suggests otherwise—Klaviyo saw strong demand in this segment this quarter due to 'product-led growth.' My two cents: even brands that are just starting out are recognizing the value proposition early on compared to the competition. #4 Four Main Growth Vectors: Klaviyo CFO Amanda Whalen talked about the strong demand Klaviyo is experiencing in four areas. In addition to the entrepreneurial segment, they are seeing increasing adoption/migration for SMS, achieving record international growth (e.g., doubling the number of countries they provide SMS in and a 65% increase in sales in France). They also have over 2,386 customers generating more than $50,000 in annual recurring revenue, compared to 1,458 at the end of the second quarter of 2023. #5 Strong Sales In Enterprise & Mid-Market Categories: They closed deals with Samsonite, and successfully migrated all of Barstool Sports' SMS to their platform. Klaviyo runs laps around its enterprise competitors, and more innovative mid-market brands like Barstool are recognizing the need to consolidate their data and channels into one platform. You will continue to see many mid-market & SMB brands, already using Klaviyo for email, migrating all of their SMS to Klaviyo as well over the next few years. All the haters and trolls will say that I am biased that I am just "schilling" Klaviyo. You know what.... they're 110% right! As a small business owner who helps brands master email marketing, our reputation and the ability to pay my team depend on achieving results for our clients and saving them time. And Klaviyo still consistently delivers the best results for our clients, providing them with the best chance to scale and drive outcomes with their data without future migration headaches.

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Founders, you're losing deals by not having a clear discovery call plan. I've seen this a lot where founders looking to scale up their early sales efforts are going into it thinking the product will get them through the sale In most cases, this isn't the truth You need to have some sort of framework to make the selling motion more repeatable Instead of demo'ing the product, try learning more about them and their challenges first. Your goal should be to know enough to build a customized demo for them. This will help in building solid relationships, build value throughout the process and likely speed up deals on the back end of it. If you don't know where to start, hit me up and I'm happy to lay out some early sales structure for founders! Go crush it out there 🤙

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Over the weekend, Tobi, the founder and CEO of Shopify, discussed the major reason investors passed on Shopify in the early days : market size. I remember that financing round, & I remember having the same concern, & making the same mistake. Living in the valley & driving on 101, the billboards & logo-adorned headquarters of successful companies provide a daily infusion of all the mistakes in I’ve made in guessing how a company or a market might evolve. Years later, I listened as Bill Gurley shared his thoughts about market size. He asked himself a question : whether the startup was increasing, decreasing, or maintaining the market size? (I can’t seem to find the link - but I have it in my notes!) I added that question to my diligence list when meeting startups. Now much later, having seen many companies create categories or reinvigorate aging ones, the question I ask myself has evolved. It’s not as the market size large enough? Instead, it the question is : do we believe this company can create the market? Market size is the output of all the players marketing, selling, building. Their efforts alter, distort, & juice the supply/demand curves of macroeconomics. It’s not a given - not an output or a steady-state CAGR. Often it’s the startups that engender the demand, change the market dynamics, & make markets massive by taking risks with products. When done right, these founders create category-defining businesses like Shopify (now worth $90b)!

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Canadian Founders Shouldn’t need to leave Canada. We need to fix our system. 🍁 Last week I was catching up with a founder from Canada. She had just returned from spending 3 months in SF. She said it was insane how the entire ecosystem there is built to incubate and launch startups but then also support them for the entire lifecycle through Series A and beyond.  In Canada we’re ok at getting companies started but then we have little support beyond that and we ultimately lose them to the valley. Her suggestion was to take all the money the Canadian government is throwing at our tech sector, and instead use it to send our Founders to SF for 3 months for a Founder crash course. As a Canadian, hearing that is super depressing but also accurate. My roadmap at Developer Capital is to find and fund great Canadian companies in the pre-seed and seed round, but then get them into the US for their Series A. Why? Valuations are better, risk appetites are sharper and it will help your sales when breaking into the US market. How can we as a country support them and encourage them to stay in Canada? The Challenge: Canada’s Startup Ecosystem is Broken 💔 If we don’t want to lose our brightest founders to the US, we need to re-evaluate our approach. We need to provide the SF experience right here at home. Here’s what we can do: ⚫ Access to capital. Yeah, im sure you’ve heard this before. Pre-seed doesn’t exist in Canada. Developer Capital is trying to change that but we’re only one firm. There needs to be more deal flow sharing amongst the pre-seed and seed stage funds. This one’s on us in the VC community. We can do better. We can share our deals. We can get out in the world more and meet Founders. Rather than waiting for others to validate our own opinions we can lead rounds and be first money in. ⚫ Ecosystem support. It’s pretty nuts the difference this one makes. When a company comes out of SF they instantly have access to a network of 1000’s of early adopter companies to go out and buy their product. And the VCs who invest ask all their Portcos to take a deep look at buying these great new products. Incestuous? Yes but it works, and gets these start ups to millions in ARR fairly quickly. ⚫ The right infrastructure: Accelerators and incubators sometimes get a bad rap, but the good ones do the job of acting like a bootcamp to get your company launched, understand how to get financed, and then how to iterate until you find product market fit. Canada needs to up its game and come out with a couple of AAA accelerators. If McGill is the “Harvard of the North” why can’t Canada have a “YC of the North”? I’m not pretending to have all the solutions. This is clearly a “hard problem to solve”. But as a proud Canadian I know we can do better and I want to be able for our best companies to stay here forever (whatup Shopify). We have the talent and the ideas; now we need the infrastructure and the networks to match. Let's make Canada a powerhouse! 🍁 🚀

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I was listening to this episode of Lenny Rachitsky's Podcast (https://apple.co/3YIIyDI) when the guest, Archie Abrams, referenced Shopify's 100-year perspective. I love this, which is a large part of why Shopify has succeeded. Shopify's 100-year perspective got me thinking about what if more of us had a 100-year perspective? How might we live our lives and conduct our businesses differently if we played a longer game? Would we take more risks, invest in longer-term value, be less stressed about next week, and more? The pushback would be that most people don't live to be 100 (the life expectancy worldwide in 2022 was 72 years), and most organizations don't make it a few years, let alone a century. But even if it is unlikely that you or an organization you lead will be around for 100 years, what's the harm in conducting yourself like you and it will be? The answer, I believe, is there isn't any. Having a long-term perspective, longer than what most people or organizations would think of as long-term, only has upside. It gets us out of reactionary, impulsive thinking and action. FOMO becomes irrelevant. Fads and trends fade into the background and get chased by others as you stay focused on building something long-lasting. A 100-year perspective would change a lot of our societal, political, and economic planning, policy, and discord, too. We're all driven by KPIs, OKRs, and other metrics that define our short-term success or failure. Make no mistake: You have to succeed in the short term to have a chance at a 100-year run, but there is probably a lot of opportunity for most of us to reverse our perspective from being short-term driven to long-term, which would benefit us and our organizations. Since they are outliers, we marvel at centurions' longevity and secrets to living a long life. Organizations celebrate anniversaries and longevity with parties, commemorative items, and honorary logos. We're turning 30 in 2025 at Transform Labs and will indeed celebrate the milestone. Still, we're still far from a finish line when you think about it compared to 100 or another 100. In many respects, we're just getting started and building on a legacy that will continue for another 70+ years. We all have an opportunity to live and lead with a 100-year perspective. If we or our organizations don't make it that long, so be it, but what if we do or can facilitate it?

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The biggest mistake DTC brands make? Setting up random cross-sells just because "everyone does it." Don't guess what products work well together. Your customers are already showing you. Most brands set up random product recommendations without looking at the data. But your Shopify analytics already tell you exactly what products customers buy together. Here's what 99% of brands are missing: The Power of Natural Product Pairings Your customers are already creating perfect cross-sell combinations - you just need to pay attention. How to find these hidden opportunities: 1. Check Your Shopify Analytics - Look at "Frequently Bought Together" data - Analyze recent order patterns - Focus on your top sellers first 2. Use AI for Deeper Analysis - Export your order data - Let AI identify purchase patterns - Spot combinations you might have missed 3. Implementation Strategy - Start with your highest-volume products - Test these natural pairings as cross-sells 4. Monitor performance closely This matters because... - Lower CAC through increased AOV - Higher conversion rates on cross-sells - Better user experience with relevant recommendations The biggest mistake? Setting up random cross-sells just because "everyone does it." Let the data guide your strategy instead. What's been your experience with cross-sell optimization? Share below 👇 P.S. Remember, this isn't about adding more cross-sells. It's about adding the RIGHT ones.

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Successful Startup Founders Are Saying “I Do” to SAM. 💍 Here’s why (backed by data): Imagine having a groundbreaking product or idea. The market is ready—buyers are eager to engage with what you offer. The problem? They don’t know you exist (yet). And even once they do, they’ll still need to be sold on your solution. So, what’s the answer? Marrying SAM: Sales AND Marketing. According to our Insight Report, 71% of founders identified sales strategy as the single most important factor driving their business growth. But here’s the thing: Sales alone won’t get you there, and marketing shouldn’t be an afterthought. It’s the age-old chicken-or-egg dilemma: Without marketing, you don’t know who to sell to—or how to reach them. Without sales, your marketing efforts are wasted. The most successful founders don’t pick one over the other. They’ve mastered the art of integrating both. – 💼 At FIRST marketer group, alongside my colleagues at CCGroup - B2B tech marketers, we’ve uncovered how B2B tech founders approach sales, marketing, and communications at every stage—from early startup to growth and scale. Curious what we found? Read the full report for actionable insights and proven strategies. 👉 Link in comments. Richard Fogg

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If you're a founder, or thinking about getting something off the ground soon, you've probably received the advice to "first go find a technical co-founder", which we all know is its own mountain to climb. Thankfully, Joseph and Rapha are changing the game on that – Grids makes your life getting from 0 to 1 easier for a fraction of the time and money it would have cost you previously. We genuinely dreamed about having something like this when we were first bringing I Have This Friend into the world!! Please pass this along to your friends who are looking to build and move quickly so they can avoid the headache of the "I'm looking for a technical co-founder" sea of posts on the YC co-founder matching tool. You're welcome :) https://grids.co/

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For Kevin Chanthasiriphan, Co-Founder at immi, crushing sales was easy. The hard part? Managing immi’s day-to-day accounting and financial forecasting on his own. That’s a lot of time copying and pasting numbers into spreadsheets. And, with a rapidly growing business to tend to, Kevin didn’t have time for that. He needed a better way to handle those pesky FP&A tasks. Enter: Drivepoint. Drivepoint’s strategic finance platform allowed immi to: ✅ Effortlessly update their financial model with the latest data ✅ Use cohort-level forecasting for precise inventory management ✅ Model and compare upside and downside scenarios with no version control headaches Want to know more about how Kevin and immi rock month-close with Drivepoint? See the full case study here: https://lnkd.in/eHNy8ZP5

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