Everything Gilles Domartini said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Domartini: Over-indexing on customer centricity risks turning SaaS companies into system integrators
“By becoming customer centric, we are moving, to my liking at least, way too much as a solution integrator, system integrator type of company.”
Raising venture capital almost killed Cleeng
“How the fundraising almost killed us. That's literally what happened at that moment. We raised money. We were super happy, but actually it turned out not to be the best best choice in our life.”
A VC investor demanded an exit one year after funding Cleeng
“One of the investors, the one that came in actually in 18 we are facing a few challenges in in 19, and they tell us, look guys we'd like to do an exit at the time where we started to spend like crazy.”
Relying on investors creates the wrong organizational behavior
“I don't want anymore to rely on investors because it creates the wrong behavior as you build your organization.”
Domartini: Software is easy to stretch across verticals, but sales is hard
“It's easy to stretch a software
but actually it's hard to stretch the sales and to stretch the experience and just, and the marketing and this type of activities.”
Domartini: Tiered pricing eliminates renegotiation friction when clients overperform
“Big benefit of this is that you don't need to renegotiate a contract if your client is overperforming. This is always a huge amount of time and a bit of frustration, frustration also was for the client because he's overperforming. And now he's saying, oh, but …”
Cleeng secures over $1 million ARR per customer with per-user pricing
“So even though we work still on a pair user basis, since we go after clients with potentially millions of users, you end up with an AR of a million or more with certain clients.”
Domartini: Customer Account Managers Must Operate Like CEOs
“A good account manager is like a CEO. You need to know about sales. You need to be able to negotiate with a client. You need to know very well your product because your client is asking, okay, but how do I use this product? How do I generate the right value fr…”
Domartini: Meeting bloat signals unclear roles and a need to reorganize
“So once you get to that stage, it's a sign you need to reorganize. If the meeting goes too big, it's not because, okay, people just want to have more people in the meeting, it's because the roles and responsibilities aren't clear.”
Domartini: Bureaucracy starts slowing down decisions at just 100 employees
“So very important to I think resist the temptation of a form of bureaucratic model as you grow, and again, hundred employees, not like Microsoft size, but it already starts to wait on, on our capacity to decide effectively.”
The COVID-19 pandemic saved Cleeng despite early fears
“How COVID actually saved us. So in the early days of COVID, we were very scared, but actually it turned out to be more of a positive.”
Domartini: The NFL is Cleeng's largest customer
“Our largest client is actually the NFL in the US.”
Cleeng manages 35 million accounts and $500M in gross billing
“We manage about thirty-five million accounts, half a billion in gross billing, so we became quite, ah, sizable nowadays.”
Domartini: Cleeng Has 120% to 130% Net Dollar Retention
“From a net dollar retention. We are a 120, 130%.”
Domartini: Cleeng restructured pricing by benchmarking Salesforce, Looker, and AWS
“Large part of the reorganization on pricing is when we signed the Looker, when we signed the Salesforce. You know, you really go deep as a CEO to understand, okay, but why Salesforce is building like this? Why Looker is building like this? Why AWS is being lik…”
Cleeng received a €14M acquisition offer during a 2019 cash crisis
“Actually, we have an offer on the table to acquire the company for fourteen million euros.”
Cleeng founders and family retained 50% equity despite VC rounds
“I'm still owning 22% of the organization. With the rest of the founders and the friends and family, we were close to 50%, and we are close to 50% today.”