So you might have missed one of the most impressive SaaS IPOs on 2021 this week ... Samsara

It's at $500m+ ARR growing a stunning 72%, and the founders still own half the company

5 Interesting Learnings: ⬇️⬇️⬇️⬇️⬇️
#1. Multiple Products are Key to Growth at Scale

We’ve seen this time & time again. 89% of 700 $100k+ customers use multiple Samsara apps. One for video and one for telematics do $200m ARR >each<. If wasn't multi-product, Samsara would be less than half the size is today. Image
2. Still hit 72% Gross Margins even with a hardware component.

This is pretty impressive, many SaaS companies with hardware struggle to hit 60% gross margins. Having customers sign 3-5 year contracts (see below) helps Samsara amortize the hardware costs over a lengthy period
3. 90% of Revenue Still from U.S., although now expanding

Connected vehicles have different regulatory req'ts per country. Samsara focused almost entirely on U.S. until recently, 7.8% of revenue outside the U.S. in 2020 & 10.2% today.

Now global expansion is increased focus
#4. 694 folks in sales at $500m in ARR — just under half of the total 1,490 total employees, to sell $5k-$100k+ deals

A good yardstick for folks selling direct to both larger SMBs, mid-market, & enterprise. Samsara has 13,000 “core” customers, ones that pay $5k a year or above
#5. 13k “core” customers out of 25k total.

As Samsara continues to push into $100k deals, its sub-$5k customers have been de-emphasized. Tiny customers ($1k-$5k ACV), while half customer base, only make up 7% of revenue. Largest 700 customers pay $100k & represent 44% of MRR Image
And a few more:

#6. Growing beyond its initial market for fleets of vehicles in Transportation has been key to growth

Transportation was first target market & remains its #1 vertical, but only 23% of total revenue today Image
#7. NRR of 115%, & 125% for its $100k+ customers

Strong, but nothing out of ordinary. Solid NRR for purchase that is on average $40k ACV, w/ smaller customers paying $5k. If NRR is 125% for $100k cos, it’s likely around 90%-100% for the smallest customers (<$5k)
#8. Adding $100k+ customers has been key to growth.

Samsara still has many SMB customers, but adding $100k+ customers fueled growth after $100m ARR. Samsara went from 64 $100k customers in 2019 to 715 in 2021. Image
#9. Customers sign 3-5 year, non-refundable contracts.

This is common in the connected vehicle space, where long-term contracts have traditionally been paid to offset the upfront hardware costs. But it's rare for SMBs and mid-market in general.
and a final note:

#10. The co-founders still each own 25% of the company. By growing so quickly, and by being repeat founders, they were able to raise just 2 core VC rounds at relatively high valuations. This left each co-founders with 25% each. Image
A deeper dive here:

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More from @jasonlk

13 Dec
Most popular sessions for FREE SaaStrScale.com THIS Wednesday!! Sign up NOW

#1: "How to Increase Revenue and Grow Your Customer Base by 10x Through the Power of Self-Serve and Direct Sales with @asana 's COO and @figmadesign 's CCO"
#2. "The Secrets to Building Your Marketing Engine To Drive Scale with @Airtable's CMO"

FREE this Wed -> SaaStrScale.com
#3: "Acquiring 10,000 SMB Customers Solely from Data with @gorgiasio ' CEO"

FREE this Wed -> SaaStrScale.com
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6 Dec
Is that new sales rep going to make it? It can be so hard to tell for sure during an interview process

In the early days, until you have a great VP of Sales, it's your job to figure that out

Here are 8 Signs of a Sales Rep That Isn't Going to Make It: 8⃣⬇️⬇️
1/ Immediate, massive discounting

Mediocre and failing sales reps do this because they have no other idea how to close a deal or create urgency.

Discounts don't create urgency, they create agency. They get the deal from the red zone to the end zone.
2/ Don't truly understand the product.

Way too many AEs don’t even really understand, let alone use, the product they are selling.

They don't know how to tweak it, configure it, sell to different personas, and more.

Early reps have to be product gurus. And evangelists.
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30 Nov
1/ Lots of talk from folks about "Down Rounds" in venture but the reality is these are pretty uncommon

Bridge rounds and No Round at All are more common than Down Rounds

But what is pretty common and less discussed "Weak Rounds"
2/ "Weak Rounds" are rounds at < 2x the price per share of the last round

They get done all the time and much more easily, but the VCs rarely hit the IRR goals from the last round with a raise like this

And they are often very dilutive on top of it
3/ A Weak Round or even two, and VCs can end up making half of what they expected, even with the nominal valuation going up

This isn't the end of the world, but bear in mind VCs are looking for the next round to be at least 2x-3x the price per share of the last round
Read 4 tweets
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If you've hired your first 10+ sales reps, you're now seeing how different their playbooks are

Probably 2 of them close 2x-5x more than the rest, and a few struggle to close much at all

Here are the 9 Qualities of a Great Sales Rep: 9⃣⬇️⬇️
#1. The Best Reps Really Listen.

Mediocre sales reps just start diving immediately into their script, and try not to deviate from it. Great salespeople learn their prospects’ needs, issues, and pain.
#2. The Best Reps Adjust the Pitch and Story to Suit the Prospect.

Every prospect is a bit different, and sometimes, a lot different. The best reps tailor the pitch, the demo, the functionality shares, the case studies, etc. to suit the needs of the prospect.
Read 11 tweets
16 Nov
5 Simple Tips to Improve Sales Rep Performance in the early-ish days

These always work: 🔽🔽🔽🔽🔽
#1. Concentrate leads in those who can close

If you have a rep or two that just can’t close, that doesn’t work in early days. Leads are too precious. Let them go. Not to save money, but to concentrate leads you do have in those that can close them

The best reps close 2x-9x more
#2. Be more involved as the CEO with sales. Prospects and customers love to talk to CEO. They love it

If you get more involved, at least in bigger deals, you will close more

Top mistake I see CEOs make is to scale back time they spend in sales once they hire few reps.
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15 Nov
The key to a good financial plan for 2022 IMHO:

1/ Start with a base plan, one you have about 60% confidence in.

This literally can just be based on your average growth and burn for the past 4 months

Just roll that forward. It's usually pretty predictive.
2/ Then build your stretch plan. One you have 10%-20% confidence in. That will be hard, but can be done. I call this a C-10 plan.

Usually it about 20% higher in revenue than the C-60 / Base plan
3/ Finally, build your It's Harder Than We Thought Plan -- the one you are 90% sure you'll hit.

This is 20% less revenue than the base plan -- but with the same burn.

Your zero cash date will shrink. This is just for worser case planning.
Read 5 tweets

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