HubSpot

“When we're building companies, we actually build two products. We build one for our customers and we build another one for our employees. And that's actually that how we work part of it. That's the term he uses for that is culture. That's the product we build …”

“I mean, I always almost see them as orthogonal, like, you know, with HubSpot, you know, HubSpot had this narrative around inbound, you know, it used to be just outbound. So now we're going to have inbound. And that, that wasn't really a category. There's still…”

“At the time, a very small percentage of, I think HubSpot's subscription revenue would be described as like self-service, like people putting in their credit card and buying something. It was predominantly product driven, like leads, like PQLs. And so we were l…”

“I think loops are kind of hard to achieve in B to B SaaS, right? Like I think there's some examples of that, but I think like some of the best loops come from like UGC, user generated content. I think like a lot of B to C, like community focused platforms can …”

“The number one mistake is like hiring a head of growth, giving them no resources and expecting them to pull a rabbit out of their hat. I feel like every, you know, every PLG veteran has some joke that they tell about, you know, the poor head of growth who Has …”

“By playing in the mid market, it means our revenue is distributed more evenly across our entire install base, which means that there's no single customer who can hold us hostage really. But what that does is, you know, with great power comes great responsibili…”

“I can't give a specific number, but, you know, a large percentage of our revenue flows through the product, and it's not necessarily, like, maybe where people ultimately purchased, but that's their sort of first conversion event with us, right? Like, they were…”

“It was maybe like a year or so after HubSpot had launched their free CRM, which was like a big You know, strategic play for them and for us, excuse me, at the time, and it was meant to be disruptive, but I don't think that there was a fully formed perspective …”

“If there's a business problem, right? You might do the thought exercise of asking like, well, why hasn't that problem solved itself? Like what's the actual customer problem that is leading to the downstream, like negative thing that's happening to the business…”

“If you don't have data to tell you exactly what every single person is doing in your product in aggregate, you can still talk to 10 customers and probably get a clear sense of what's happening and why it's happening, which you wouldn't even get from the quant …”

“We were over in Dublin, where we have our European headquarters, and there was a party happening at the Guinness sort of storehouse, and I don't know that we were exactly on the guest list, but we figured out a way to get into the party, and we ran into the CO…”

“Culture can both contribute to inclusion, but also be a headwind to inclusion, right? Like, I think a lot of the things that I might associate with, like, HubSpot culture are very much rooted in a specific period of HubSpot, right? It was probably a pre-pandem…”

“And so one of the things we leaned into was sort of like goodwill pricing, and we lowered the price on some of our tools and created some temporary leniency around certain things. And just the removal of that friction ended up being like a really interesting t…”

“Mentors are great. Don't get me wrong. I have a ton of people that I would consider to be mentors, but when I think about the people in my life who, the time that they Donated to me. The time that they volunteered to me and for me, Calling them mentors, I thin…”

“Brian Balfour was the person who I would say injected that first Dose of like PLG DNA into HubSpot.”

“You know, a lot of people use HubSpot. I would try to go away with customer IO as long as I could, and then I'd move to Braze afterwards.”

“Intercom realized that people hired it for four very, very different reasons. And then instead of building four different products, they literally took their product and turned off the features that were not relevant to the pathway that people wanted to take.”

“Otherwise every bit of feedback is taken the same, which is just fundamentally like the impact of that is it slows everything down. Cause now you're looking at like a list of pieces, a hundred pieces of feedback and you're going like, oh man, we gotta address …”

“To make your year, it's really about the first six months and the things you accomplish in those first six months. And the reason is, is for quite a few products. Most products, this isn't true for all products, is that the buying cycle or the decision window …”

“As the team grows, a lot more of the initiatives and ideas obviously come bottoms up from the organization. But oftentimes by the time it would get to me, the person would have taken an approach or all of these filters would have gotten put in place. They woul…”

“For most SaaS products, your persona, your target customer, it's actually only in market for that once every fewish years or so. And as a result, what most people end up focusing on is just trying to capture that small sliver of those that are in market. And t…”

“It's not about being specific about who you're solving for. It's about being specific about who you aren't solving for. I've found like that is the thing that ends up being the one that helps being the better guardrail for a team.”

“When we went from one product to multi product at HubSpot, we seeded multiple bets at once. And only like a couple of them ended up making it through the filter, which ended up being the CRM and the sales tool as part of that. And then there was projects we en…”

“If you're running a new CRM startup, you can run circles around 98% of the sales reps at Salesforce or HubSpot, right? They have the brand, they have the partners, they have the integrations, but they cannot answer the questions you can answer.”

“And this is the number one mistake I think I'm biased. I think founders make is that they say, oh, we have an awesome culture and my job is to preserve the culture. That is not the job because The needs of your customers change. The needs of the employees chan…”

“So one of the early kind of high conviction decisions we made at HubSpot was that we were going to focus on SMB as our target market.”

“Are we in the top three in the market in that category? If the answer is yes, that means we invested too much in that category. We should not be in the top three because our value proposition is not that we want the top three blogging tools or one of the top t…”

“I think too many founders you know, once they get to it, they are very apprehensive of going public and going through the IPO process and being a publicly traded company because they're, they think, I mean, that's at the beginning of the end. It's going to lik…”

“When HubSpot started SMB, it was literally like A hundred times harder to succeed at SMB, right? And we could not raise capital. Like, it was so hard because, I mean, the common argument was, like, there literally is exactly one company in the history of softw…”

“7000 plus employees, exactly zero direct reports from time t equals zero.”

“The way I describe it right now, I'm just gonna put it out there and taking myself for not coming up with a better metaphor is that is like federal versus state law. All right. So there are federal laws right. We have here in the United States. That says, okay…”

“Culture is a product. Period. And that every company builds two products. One is the product they build for their customers, and the other is a product they build for their team. That's what culture is, is the product you build for your team.”

“What happened over the fullness of time, Is that those things that were aspirations became increasingly true by virtue of being in the deck, because as people join, it's like, oh, that's the thing we aspire to. So I'm going to pretend like that's actually the …”

“What we ended up doing literally the day we went public is we designated every single employee to be a designated insider. So that allowed us to maintain the transparency thing, because there was no rule that said you could only have five, six, 10, and it was …”

“The most common mistake people make is They think through the probability first without actually forcing themselves to think through the potential. And here's what happens, is that they apply a filter that says, oh, I only have a, like, one in 10 chance to pul…”

“In the subsequent years, we went from a billion dollars in market cap to thirty billion, which is roughly what it is now. That first billion of market cap creation, a very small number of people got to participate in. The rest of the twenty nine billion dollar…”

“One of the manifestations of that flat organization is we had no titles in the company. Nobody had a title.”

“We had a rule in the HubSpot product as the product grew in those early years, that every time you added what we thought of as a knob or dial called a feature, you had to take one out somewhere else.”

“We don't have mandates at HubSpot. I have thought about this so much, like to my core in my soul, I believe this is the thing we should be doing. I'm going to plea with you to please just do this. Still not a mandate by the way.”

“I will have the talks transcribed. I have custom software that I've written that will say, okay, here are the points at which the audience laughed. Like actually audibly laugh. That's the only, only way it counts.”

“Then we said, okay, we're not going to do it for every hire. We're going to do it every quarter. And that stood, by the way, for Hundreds of people, that mechanism still worked, right?”

“And so we made it just like from the early days of upspot in the early years, at least we're like no meetings before 11 a.m. Period. Like that's, that was it. And then we adjusted it I think maybe three or four years and we're like, all right, we can have meet…”

“From year one, HubSpot decided to build an SEO tool, web analytics, blogging tool, content management, all of it.”

“I had the co-founder of HubSpot on the podcast, which is like a Gabillion dollar business at this point, and he had a conversation with his co-founder early on, and he told him, I never want to manage anybody, and even up to today, he has never managed any, th…”

“It's better to be early. Know that you need to figure out an exit strategy and figure out that exit strategy along the way versus waiting and then being super late and then know what the exit strategy is.”

“If you're a startup or even Salesforce or HubSpot, maybe, maybe close those deals in the next 12 months. Cause the window may close where people say, listen, that's the coolest agent I've ever seen. I'm exhausted from the last five. I had to do five last year.…”

“HubSpot famously this Tested selling through agencies instead of direct. They ended up being 50% of the revenue after four or five years.”

“In the startup phase, it's 90% perspiration, 10% inspiration. You get the scale up phase. It's 90% inspiration, 10% perspiration.”

“Yes, we always overcorrected. Yeah, swung the, we almost, we purposely swung the pendulum hard the other way.”

“Like we hired so many people from Salesforce and Google, Microsoft, like a hundred percent, you know, attrition rate on all those folks.”

“Every one of the CEOs I work with has the same problem, and that's a scaling limit. That was the limit for me. I wasn't trusting enough.”

“HubSpot does it. We built one. It's working.”

“And this doesn't show up in the first hundred, 150 employees. Everyone's solving for EV, but as it gets bigger, and the CEO doesn't know anyone, and there's a couple layers between you and the employees, they tend to solve for TV.”

“The one of the decisions I made at the bottom of that cliff was I don't really like being CEO of an 8000 person company. It doesn't really suit me. Like my harmonic motion is off. I don't love the day to day. If I make it out of here alive, I'm out. And so tha…”

“Dermesh Shah has never had a single direct report at HubSpot.”

“I heard Jensen Wong say that, like, I wouldn't start NVIDIA if I had to do over. I, that, if someone asked me that question, I would start HubSpot over. It was very hard. There were a lot of sacrifices. It wasn't glamorous at all. Yeah, but in the end of the d…”

“I remember in 2000, it was the end, it was the last day of March in 2019 and we had a really bad outage like all day and we never really had one of those and It was bad. Customers were unhappy. A lot of customers canceled. I had a lot of customers yelling at m…”

“We started as a marketing software company and we pivoted, we had Salesforce kind of came into our market and we pivoted into CRM.”

“And I, when we first started HubSpot, I ran it a little bit like Jensen runs Nvidia, where I didn't do one-on-ones and I gave a lot of good and bad feedback publicly in large management team meetings.”