Co-founder of Web4Realty, 100% bootstrapped to 7-figure ARR, podcast host (Founder Views & Top Agent).
Since day one, my objective was to build a sustainable and profitable business with long-term focus. When you’re bootstrapping, you have no choice but to make conservative, value-driven choices with ROI in mind. These core ideologies helped the company be profitable and cash flow positive very early on.
Growing a business comes with scaling challenges. It’s important to have the internal processes and efficiencies in place early on. I see too many companies operating inefficiently, which leads to using more resources than required, a lot of time wasted, and more than necessary costs. I’ve built and grown departments from scratch, including sales, marketing, customer support, customer success, and operations. I have experience using, testing and implementing dozens of apps, and know what it takes to get departments operating at optimal capacity.
For the past two years, we’ve been running our company remotely. We got rid of our office, and now our team is fully distributed across eight countries (and growing) around the globe. Since being remote, our company has been much more productive, communicates better, is more transparent, and able to push out projects faster and more efficiently. I wouldn’t trade this setup for the world. If you’re building a remote team, we should chat!
Bootstrapped a SaaS out of my parents basement with no money and no tech-knowledge, into a fully scalable and profitable business. I currently manage a remote team of 17 people in eight countries around the globe.
Speaking from the lens of a SaaS founder, having a firm grasp on your books and financial SaaS metrics is absolutely critical. When researching SaaS metrics online, you will find several calculations and definitions for any given metric. I can help simplify things for you, determine which metrics are important for your business, and help create a custom dashboard that you can use forever. You must have a firm grasp on your high-level metrics to understand what your business is doing, where it's going, and what needs to be improved.
If you want to stay bootstrapped, your only source of financing is sales, and only sales. As much as you have to be focused on developing a product of value, you have to consistently be able to feed revenue into the business. Without sales, you're finished. If you can't afford a sales rep, you should wear the sales hat full-time until you scale enough for you to hire a dedicated sales rep. I would consider offering equity to the developer so he's more committed and invested. This requires another form of sales - not to your customers, but to your team members and employees. As a founder, you're always doing sales from every angle.