Day 286: Meet James Matheson from Stripe 🚀 I had the pleasure of connecting with James Matheson from Stripe today. What many might not know is that James is not just a key player in the Aussie Stripe team—he's also a former Winter Olympian in Freestyle Skiing! 🏔️⛷️ While Stripe is a US-based company, James and his Australian team, operating from Sydney & Melbourne, work closely with fast-scaling startups. Stripe’s focus? Helping Aussie businesses thrive by increasing revenue and streamlining payments. 💰 Here’s what you may not know about Stripe/payment gateways: - Not just online: Many retail and hospitality stores use Stripe as a local payment gateway 🏬🍽️ - Beyond payments: Stripe helps with billing, managing subscriptions, and memberships 💳 - Enhanced customer journey: Use Stripe as a backend payment gateway to level up your customer experience 🚀 #Stripe #BusinessGrowth #OlympianMindset #ScalingWithStripe #CROFTI #Day286of366
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We have case studies of companies scaling after a good amount of slow growth Pintest took 3 years before it started scaling Stripe founders were manually transferring money behind the scenes for an year Airbnb took few months to get their first employee Kunal Shah spent an year researching before starting CRED Sam Altman said their best companies that scaled in Ycombinator came from companies That wanted to solve a smaller problem With a small audience, And some how Ycombinator people convinced These companies to think global When I was working at Truepush, we had 6 months of halo time before we scaled and Became profitable At current company it’s took months to find a winning ad and we could bet on them for a long time after that. —— When you know what things to work on - KPIs - Retention - Your high paying clients - Repetable clients - Channel fit - Positioning to them And working on unit economics. You will have a unstoppable growth. This process doesn’t gurantee success, But it avoids you from big failures. And that’s 90% work done. You just need to get all these right, once. Until then focus on keeping costs low, Generating retention and revenue. When you get that, scale.
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We did it! 🎉 We just got our first two paying customers at inncivio, and let me tell you… it wasn’t easy! Picture this: It’s Thursday, October 17th. I’m a numbers guy (born on 08/08/88 💥), so the number 8 (1+7 in case you're still guessing 😅) has always felt infinite to me, in a takeoff rocket shape!🚀 But that’s just me being a nerdy mathematician! 🤓 Back to reality, though - this was the moment we had been working towards. We hit the 1,000 users mark, but this was different. Someone finally had enough faith in us to pay for what we built. And honestly? It didn’t matter how much - the belief was what counted. 🙏 It was around 7 pm in NYC, with Anna by my side and Félix in Porto, trying to solve a Stripe issue. Somehow, 3D Secure decided to throw us a curveball just when two customers subscribed! Mo (Med Moula) and Dheker, our amazing team, spent the whole day trying to figure this out, but no luck. ⌛ Then… magic happened. Thanks to some “Felix-magic”, that glorious green checkmark appeared! And with it, two subscriptions were officially ours. 💚 What an honor. Somebody believes we’ll be here not just today but until October 2025. 🙌 Now, we’re off to convert more, find that target product-market fit, and, of course, keep celebrating these wins! What’s next for us? We’re just getting started! 🚀 #StartupJourney #Entrepreneurship
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✨ Exciting Times at Stripe Tour Paris! ✨ What a whirlwind of inspiration and learning at #StripeTourParis! We had the privilege of hearing from industry experts and fast-growing Stripe users about driving customer value and adapting to economic and technological changes. 📈 Exciting Growth: Hundreds of French businesses—from solopreneurs to century-old enterprises—are joining the Stripe network daily, marking a remarkable 75% increase from pandemic highs. Since launching in France in 2016, Stripe has supported over 100 000 French businesses, and we are proud to work with more than 50% of CAC40 companies. 🤝 Founders' Lunch : On a personal note, I had the incredible pleasure of hosting Eeke de Milliano, our Global Head of Product, and Arielle LE BAIL, our first dedicated Product Manager for the French market, during our Startups Founders Lunch. Surrounded by passionate entrepreneurs, we dove deep into the intricacies of product management. Our discussions covered Stripe's approach from ideation to launch and the art of balancing product vision between core focus and necessary bets. 🌍 Going international: Switching gears to another fascinating topic: internationalization. I shared insights from our interviews with 2,000 founders and business leaders. A staggering 86% shared it's easier to launch in new geographies now than it was five years ago. Previously, achieving critical mass in the domestic market was a prerequisite before going international. Today, companies can go global from day one. I had an enlightening conversation about this with Eliot Andres, cofounder and CTO of Photoroom. Photoroom democratizes image editing through artificial intelligence now. Launched just four years ago, it has already 25 million users worldwide. Their internationalization strategy is a masterclass in thoughtful nuance. By localizing user experiences — tailoring aesthetics and payments methods to align with cultural preferences — they make users "feel at home," which has significantly boosted conversion. Check out all Stripe Tour Paris announcements here → https://lnkd.in/dtvzfhhN
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I've spent the last year building a startup. From the first line of code to launching our v1 in the next few months. While on the surface it sounds a lot different from my previous role leading a team of 3,000 people, it's mostly the same. In both cases we were building products, making decent technical choices, and creating a movement around us. That's it. I've realized that process is mostly used for people to feel safe... it creeps into a small team as much as it does a big one. Too many discussions about what's not shipping this month, too many plans that won't happen. We had this in our own small team. People want safety in discussion. I see safety in code, shipping, and users using your product. Talk is not cheap. So you need just enough, and not more. Had a fun chat with Harry about this and a lot of other things. While it feels like we bounced all over the place, I guess this podcast is as chaotic as what it feels building companies. Hope you enjoy. https://lnkd.in/g-qNhPWT
“You don’t build a product. You build a movement.” Jean-Michel Lemieux is one of the product OGs of the last decade: 🚀 CTO @ Shopify, VP Eng Atlassian. 💰 Grew Shopify to $200bn Market Cap 🔥 Scaled Shopify Eng team from 50 to 3,000. My 5 key takeaways 👇 1. Build Movements not Products Atlassian built a movement around open source & easy software. Shopify built a movement around entrepreneurship. They invested in eyeballs & marketing and it paid off. 2. How Shopify & Atlassian Operate Differently Shopify ships on quality, Atlassian ships on speed. Shopify would do less things and focus on quality. Atlassian spends more time acquiring products and monetizing it fast. 3. Three Types of Decisions Every Team Makes - Root: Important, one-way decisions. - Trunk: Medium-sized decisions. - Leaf: Unimportant decisions. Communicate these to your team so they know which to run past you. 4. Why Most Companies Slow Down Time horizon friction: There are too many processes put in place. Planning process, roadmaps, briefs… You end up in more meetings about future work than doing the work itself. 5. Biggest Hiring Mistakes Founders Make When Hiring Product They hire too quickly. As a result, they don’t know the capacity of their team on paper. I always wait until things break a couple of times before adding people. (links in comments) #founder #funding #business #investing #vc #venturecapital #entrepreneur #startup #product
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2 months after acquiring Translate Channels via Acquire.com, I was finally back to where I should’ve been on day one. This was my first acquisition, and I made some early mistakes that cost a lot of time, but also gave me a huge learning opportunity 🧠 I had two big challenges to overcome right off the bat. Number one: the codebase wasn’t working. Number two: I couldn’t use the existing Stripe account for the business. I was stuck between a rock and a hard place. I couldn’t make any changes to the codebase, and I couldn’t simply keep the app running as it was because of the billing challenges with Stripe (the subscriptions would expire and render the app unusable for my paying customers). It was a ticking time bomb, and unfortunately, it went off in my face. Still, I rallied and started work on rebuilding the codebase completely from scratch. Even though I’m a software engineer, I knew nothing about Slack apps before this business. So I would need to learn—something I definitely hadn't planned to spend so much time on... But it needed to be done, so (after kicking myself for messing up in the first place), I dove into the deep end and started learning. Fortunately, I wasn’t completely starting from zero, as I was able to pull large chunks of code from the existing app. Of course, I wish I had been able to just plug-and-play from the beginning, but having a template to work from helped me get things fixed quickly. 💡 The lesson here: Don't be afraid to get your hands dirty. Sometimes there are jobs that just need doing, and it's best to jump in and get them done. However, don't forget to take valid shortcuts where you can. Done is better than perfect, and there's no right way forward. I was happy to get the core functionality of the app working, but there was still a lot more ahead, including: • A review by the Slack app team • Changing subscriptions to a per-seat model • Updating the landing page • Marketing efforts Posts about all those are coming soon, so be sure to follow along as I scale up my first SaaS acquisition!
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🚀 Recently had the pleasure of being interviewed by very talented Timothy Motte for his Substack blog! 🌟 In this deep dive, we explored the journey of PAYZE (YC S21) and our mission to reshape digital payments in Central Asia, Caucasus & Eastern Europe. 🏦💡 Key Takeaways: Localized Solutions: The power of a modern, localized stack in addressing emerging market needs. Focused Growth: Our pivot to serving enterprise clients with unmatched excellence. Timothy's blog Realistic Optimist is a treasure trove of insights. If you're keen on fintech, startups, or just love a good story, you should give a follow. 🚀 Check out the full interview and support Timothy's work on the link in comments: #Payze #Fintech #StartupLife #Leadership #Innovation #YC #DigitalPayments
Thursday = new Realistic Optimist piece. This week: how PAYZE (YC S21) is building Stripe for Caucusus/Central Asia. I interviewed Payze's co-founder (Giorgi Tsurtsumia) to talk about: - Why Stripe hasn't expanded to the region - Why Payze chose Uzbekistan as its second market - The state of Georgia's startup ecosystem - Strategic mistakes and repositioning The full piece is available for Realistic Optimist paid subscribers only. Subscriptions start at $15/month.
Payze: Stripe for the former Soviet Union
realisticoptimist.io
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There are 2 things I love about the news that Lemon Squeezy, a SaaS #payments platform, was acquired by Stripe. 1. Lemon Squeezy was a bootstrap. 2. They waited for the right deal, not any deal. Let's chat about #1. What does it actually mean to bootstrap a company? Well, on its face it means starting and running a company with your own resources. I think it's fair to say that a minority percentage of fintech companies travel the path from a bootstrap to an acquisition by a major player in the industry without raising any external funds. But what does that really look like? If you’ve never bootstrapped a company before, maybe it’s not so clear. When I think of bootstrapping, I think of: Sacrifice: both time and money. In the bootstrapping phase, we’re often working tirelessly to get the company to profitability. We have little free time to do anything else until we get there. Financially, we’re often investing personal funds in the company, and not only that, there’s no personal income from the company until it's profitable. At times, it's hard to know whether the light at the end of the tunnel is wide open, sunshiny skies or a train racing toward us. Figuring out how to do more with less: there’s usually no money to waste in the bootstrapping phase. Bootstrappers know to be scrappy and resourceful on their own rather than outsourcing. Settling for less: perfection is your enemy in the bootstrapping phase. You have to do everything you can to ship products/services that will convert to money flowing in, as fast as you can. Often that means shipping something you're not 100% proud of. For bootstrapping founders, this can be incredibly difficult. But necessary at times. The challenge doesn’t end with the bootstrapping phase. Once a company makes it to profitability, it can still trip over itself by spending too much (we’re making money! time to spend! oops, our net income is negative again!) or spend too little by never ditching the bootstrap mentality. Growth happens with reinvestment, and deciding how to spend in the right ways can be hard. Bootstrapping is a difficult path with big rewards. Since Lemon Squeezy didn't have any outside investment, they will keep 100% of the undisclosed proceeds from the Stripe deal. Also, since they waited for what they felt was the right deal, I would hope that they won't be sitting on the sidelines while they watch their product be mutilated and broken down for parts. In my eyes, the right deal means not the biggest dollar amount, but rather, a fair valuation with a good fit and mutual goals between the two parties. If you're a fellow bootstrapper, hats off to you. Keep fighting the good fight. The rewards are huge if you can make it to profitability and beyond. 🙌
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Obviously, at the start of any great company, the founder(s) are often misunderstood🤔 it is a fact ! ☝️ #Sergey and #Larry had all the problems in the world launching Google. Today almost everyone has used Google once and the company is worth billions. Airbnb had to iterate several times before it was understood and raised funds. Today, it is listed on the stock exchange. As a reminder, the box even sold cereals before #Brian found the right formula. And recently, #ElonMusk was not taken seriously and misunderstood, today he is worth billions. Bravo to those who believed it from the start and invested in these companies. Without forgetting the story of #Canva. The list is long, it’s a reality. You cannot understand an entrepreneur 100%. Because he is not frozen in inspiration: it is bubbling in his head. So, we often invest in it, and wait quietly to observe the interesting results. In my opinion, if everyone understands everything from the start of a tech project, it's wasted effort. The project will not be able to last, or will not do much. It is a fact ! ☝️ At #BoloSentechnology, three business angels and a VC company find our project interesting, but have difficulty understanding it. It's often like that, so we understand them. We are about to roll out our AI-powered app soon. Stay connected and you won't miss any information. For now, you can be a beta tester. If you're interested, DM me👇👇
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Kicked off CIX yesterday with some great insights in the present and future of tech and funding. Some titbits: Advisory Board Co-Chairs Alison Nankivell and Laura Lenz gave their opening remarks and practical advice for founders- 🔷 though it might be a difficult fundraising environment, great companies are often born in hard times! 🔷 Funding activity might be down but it is still higher than pre-covid 🔷 Growth capital is still a challenge in Canada 🔷 On the up side, we are seeing an increasing number of diverse managers Innovator of the Year was presented to Aidan Gomez of Cohere. Thankfully Aidan is a champion for Canada (and London if you haven't heard 😉)! 🔷 After having left Canada for the Valley, Aidan consciously decided to come back to help create an ecosystem where founders don't need to leave Canada for the US in order to work for globally ambitious companies. 🔷 He decided to do so because of the wealth of talent that we have here. 🔷 Advice: we need to be cognizant of our Canadian bias' i.e. push back on the narrative that Canadian companies need to go to the US. We need to build more Shopify's right here. All this is evidenced in the some of the fantastic innovators and advisors I met at the networking following the sessions! On to today! Penny Harwood Stephen Feline Grow London #CIXCommunity
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🚀 MVP Spotlight: The Early Days of Stripe 🚀 Hey everyone, it's Zakaria, the SaaS Guy! 🌟 Continuing our deep dive into MVPs, let’s explore how Stripe began its journey to becoming a payment processing giant. The MVP of Stripe: - Initial Name: Stripe was initially called /dec/payments. - No Fancy Bank Deals: They worked with a tiny bank and had no direct API for setting up accounts. - Manual Setup: Every night, they had to call the bank and file manual paperwork to set up accounts. - Basic API: The first version of Stripe’s API was extremely basic, with almost no features. Despite these limitations, Stripe’s MVP was enough to validate their concept, gather customer feedback, and iterate towards the powerful platform we know today. This example highlights the importance of starting simple, focusing on solving a specific problem, and refining your product based on real user feedback. Takeaway: I hope this underscores how an MVP should be: simple, purposeful, and customer-focused. Gathering as much feedback from your customers as possible is crucial for iterating and improving your product. Let’s connect and develop groundbreaking SaaS businesses together! 🔗 Follow me for more insights on SaaS, tech, and entrepreneurship. Exciting times ahead! #MVP #SaaS #Innovation #Entrepreneurship #Tech #StripeStory #TransformIdeas
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