Freshworks has just filed to IPO at $400,000,000 in ARR, growing an incredible 49% (!)
It's one of the first of a wave of India-U.S. global hybrid SaaS companies to IPO
5 Interesting Learnings: ⬇️⬇️⬇️⬇️⬇️
#1. A steady march above $5k in ACV
25% pay >$5k a year, but they represent 84% of ARR. That has gone up from 78% in 2019. Even with SMBs, it's bigger ones that are driving growth at scale
Going a smidge upmarket is key to Freshworks’ putting up the big numbers
#2. NRR of 118%.
This is pretty impressive for a mid-to-high ACV SMB sale, although pretty consistent with where Zendesk is today as well at 120%.
#3. 49% revenue growth from 20% customer growth.
Freshworks had about 44,000 customers on June 31, 2020 and now has 52,500 — 20% growth in customer count in a year. But ARR is growing 49%
The magic of high NRR from SMBs
#4. Both Freshservice and Freshdesk product lines are in excess of $100m ARR >each<
A reminder how key multiple products can be.
Freshsales is smallest of big 3 products, but even there, they have 6,500 customers, vs. 8,900 on Freshservice and 35,800 on Freshdesk
#5. From 10,000 customers in 2015 to 50,000 in 2021
Things compound in SaaS. 10,000 customers is a big milestone, and many SaaS companies with larger ACVs IPO around then. But it’s just the start. Freshworks quintupled its customer base from 2015 to 2021
And a few bonus learnings:
#6. 62% of revenue from annual subscriptions.
A reminder that, like Zoom, you don’t have to force annual subscriptions. 62% annual is up from 54% in 2019, so a big push there. But still, 38% of Freshworks customers pay monthly.
#7. Only 18% of customers purchase 2 or more products today — but those 18% represent 45% of total ARR.
Another way to see how critical a multi-product strategy often is at scale. Like at Box and other leaders, the bigger customers want and buy multiple products.
Most of all, Freshworks is a reminder of just how many winners there really can be in SaaS today.
Competing with both Zendesk and Salesforce, as well as HubSpot and more, they are still growing an epic 49% at $400m in ARR.
I had a chance to catch up with René Lacerte, CEO of $27B+ @billcom this week
Bill has managed to build a $27B business selling to 120k SMBs
With an epic 125% NRR
My 10 learnings and our convo here: 🔽🔽🔽
#1. You can’t rush a network
Bill.com had to develop a network that today has millions on vendors processing bills and payments on it. But they couldn’t rush it. So they let folks use the platform the way they wanted, from paper checks to fax and more.
#2. You can’t always rush a fintech product.
It took a decade to come together. Rene cautioned folks to understand the regulatory & fraud elements of doing payments are significant. But it paid off.
Since IPO, payments have grown to a stunning 50% of Bill’s revenues
When you start to hire your first sales reps, you'll hire some >good< people that still just fail and don't work out
That's on you to spot -- before you hire them:
Here are 9 reasons good salespeople fail: 🔽🔽🔽
#1. You hire sales reps that need lots of training, systems, and process in the early days
Big Companies, at least some of them, are generally very good at this. Larger, fast-growing start-ups often become excellent at it. Small start-ups are almost always terrible at it
#2. You hire a rep that hasn't sold at your price point before
Sales reps that are great at $20k deals join a start-up with tons of leads but at a $2k price point and fail again and again.
Coupa is a $16B SaaS success story anyone selling mid-market and enterprise should know more about
They dominated their Web 1.0 predecessor (SAP Ariba) and grew the TAM of their space, Spend Management, 20x
5 Interesting Learnings: ⬇️⬇️⬇️⬇️⬇️
#1. Network effects are real in many spaces in SaaS, like Spend Management
Coupa now manages $2.5T in spend management over 7 million suppliers. Could you switch to another vendor? Yes. Would you want to? No. Imagine how many vendor relationships that would be to switch over
#2. 80% of implementations led by partners, with 5,000 trained partner consultants
The really big deals & even smaller ones are deployed by partners. 80% of deals. The “biggies” are Accenture, KPMG, and Deloitte. But Coupa has implementation partners across all segments
I’ve interviewed 100s of VP of marketing candidates over years and I can tell you one thing — it’s >easy< to spot the ones that won’t work out
And yet, CEOs hire them again and again
Here are my Top 10 Interview Questions to make sure you don't hire the wrong VPM: ⬇️⬇️⬇️⬇️⬇️
1. What are the top 3 things you think we should upgrade in marketing?
This question tells you everything they will actually do
If demand gen isn’t in top 2 things to upgrade= — you don’t have a demand-gen focused VPM
2. What “commit” did you hold in your last roles? How much of it did you meet?
Great catch-all to see if have someone that can do demand gen. If they didn’t hold a real commit — in Opportunities, in Pipeline, Leads — they didn’t own anything that matters in revenue cycle