Squarespace has crossed $700,000,000 ARR selling just to SMBs, still growing 30% (!)
Enterprise is < 1% of their business
But without the commerce boom, growth would have been much slower
5 Interesting Learnings: ⬇️⬇️⬇️⬇️⬇️
#1. Over $500,000 revenue per employee
Squarespace has 1,200 employees and $700m in ARR. That’s pretty darn efficient
As a result, it’s quite profitable, with $150m in free cash flow in 2020
When your CAC is low, it can be done
#2. Monetizing ecommerce via subscriptions, but not payment processing
Squarespace rapidly expanded into ecommerce, with $3.9 Billion in GMV, up a stunning 91% from 2019. But in contrast to Wix & Shopify, it doesn’t keep much of the revenue from merchant services itself
Rather, it charges for software subscriptions to take payments on its websites.
This ecommerce revenue was $143m in 2020, about 22% of total revenue. But it doesn’t monetize the payments themselves directly very much, unlike Wix
As a result, its margins are higher
#3. 85% NRR. Common for self-service & SMBs, but pretty low for public SaaS company
Most higher-churn SaaS & self-serv companies seem to obscure, or at least, not highlight any NRR below 100%.
Wix doesn’t disclose its churn, but it’s likely similar.
#4. 70% annual, 30% monthly subscriptions.
Helpful to see, and not inconsistent with other similar self-serve webservices that offer discounts to go annual.
#5. Seasonality: Q1 and Q3 are their strongest quarters.
Squarespace still sees seasonality even at $700m ARR, with Q1 benefitting from new marketing spend at the start of the year, and Q3 benefitting from a holiday rush.
So seasonality is real here at scale.
And a few bonus learnings:
#6. Growth would be mediocre without ecommerce.
Websites revenue (so-called “presence” revenue) only grew 18% -- while ecommerce revenue grew 78%.
Blended together, that worked out to 28% growth
Both Squarespace and Wix would be >much< less interesting companies without their strong ecommerce components.
You have to add a second product to really scale beyond $1B in ARR
#7. Less than 1% of revenue from enterprise customers.
A potential growth path after $1B ARR for Squarespace, but they'll have waited until after $1B+ ARR to truly go upmarket!
Contrast that with Shopify in ecommerce where Plus is a big part of growth story
#8. Founder-CEO Anthony Casalena started Squarespace in his dorm room, controls 68% of the voting rights, and still owns 36% of the company!!
Woah. Casalena maintained such a large share by mostly bootstrapping until growth stage.
So Smartsheet is the quiet giant in the productivity space
Asana, Trello, Monday, Airtable, etc. perhaps get more attention
But Smartsheet is at $400m ARR (!) growing a stunning 42% year-over-year!!
5 Interesting Learnings: ⬇️⬇️⬇️⬇️⬇️
#1. Very High NRR from SMBs. Smartsheet has a very impressive 123% NRR from SMBs.
They also nicely segment NRR by deal size, so you can see NRR grows to 140% from their largest enterprise customers:
#2. Driving deal size up accounts for a >lot< of their growth at scale.
Smartsheet has aggressively driven its ACV up from $3,643 in 2020 to $5,103 today. That’s a lot — 40% higher average deal sizes. This just about equals their ARR growth.
Should you pay the same comp to folks, no matter where they work now? A complex topic.
But one thing is clear: the vast majority of sales leaders I've talked to are continuing to localize comp
Why? They always have. It's not new.
What is new is where the top AEs work
The common pattern pre-Covid was to build up your core, expensive AE team first in SF Bay Area
And then move at least SMB sales, SDRs, etc. to a lower cost center like Phoenix, Portland, Atlanta, Florida, etc.
But now, top AEs are scattered across U.S.
The short-term effect is that an AE in the Bay Area often makes more than an AE hitting the exact same quota in say Denver (to adjust for COL and competition)
But what will 2021/2022 bring?
There will be more pressure not to pay Bay Area AEs 20%+ more vs. closers anywhere else
1/ First, understand this is how VCs are taught and raised. The average Monday VC partner meeting is a bunch of subtle and not-too-subtle flexing around who has the hot companies. That’s where the power is. So you sort of learn to do this from Mom and Dad.
2/ As a VC, you yourself are just a number.
Your LPs know the numbers — and view you as a number. Many firms say “we don’t do attribution”, but everyone knows who sourced & closed the top deal(s)
And LPs figure it out and do their attribution analyses