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9 Do's and Dont's of Scaling a SaaS Business to $50m+ in ARR

Three paths to growth, three talent principles and the lessons G2's founder borrowed from the best

Godard Abel · G2

Published September 1, 2022
About this resource

Godard Abel, founder of G2, shares his strategies to accelerate growth, build a great team, and frameworks he’s adopted on his entrepreneurial journey.

In 20 minutes, he shares:

- 3 paths to growth

- 3 talent strategy principles

- 3 things he’s ‘stolen from the best’

Format
Founder500 Austin 2022
Length
32 min video
Inside
10 key moments
Read the full transcript

Explore the lesson. Sign in to access the slide download.

What you’ll learn

Godard Abel explains how G2 grew through customer-led product decisions, disciplined cash-flow management, and an expanding software market. He closes with lessons on values, talent, and adapting the organization as a growth company changes.

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Key moments

Find the ideas you need and go straight to the source.

Build around customer insight

“it's a long time i turned 50 last year so i'm getting old but honestly i also like being the old guy it's actually i find it much more relaxing because i remember my first company i started when i was 27 and i was just full of adrenaline i had bigger biceps and uh but i really didn't know what i was doing it was all adrenaline energy i just want to build something you know i was in california at the time the silicon valley actually started my first company in 2000 and that was still i don't know how many of you are old enough to remember”
Watch at 02:53

Reach cash-flow positivity

“that allowed you to price it in real time make sure all the components fit together and even order it online and so the basic idea for big machines was let's help my father do the same thing but my dad only had two it people they didn't know anything about the internet they didn't have a website and they also were really just focused on their erp system and so really decided to build it what today you'd call the cloud i think back then we called it on-demand software and uh because we said hey let's just”
Watch at 09:10

Use the software-market tailwind

“that matt and i decided we wanted to go build another company because for a couple years we couldn't make any money at g2 and we had this great vision let's build yelp for software but then we realized nobody wants to write reviews and i think yelp their founder did some great blogs he's like yeah 99 of people only read reviews and never write them and forget i thought about myself i'm like wow i never wrote a review until i started review company but i'd read them i'm like this is great right tripadvisor yelp there's all like a free resource to me but i was too busy to write them and that's what we realized with gt we're like”
Watch at 15:58

Make values operational

“went from cpq to quote to cash we bought a billing company that was a great partner of ours and that really expanded the division now it's salesforce revenue cloud it's cpq plus billing and then also g2 we've done a couple siftery that brought us g2 track g2 stack so it's an exciting way to expand your footprint more quickly once you have momentum once you have money and i think what i think what i've done poorly so far and i would do better like henry is you know i think we haven't been thoughtful enough about integration and so i think that's something we want to do better going forward”
Watch at 22:15

Keep the right talent

“board meetings all hands meetings but i think now we've really formalized how we communicate because and i think people say this and sounds pedantic you can't communicate enough but it's true and conscious leadership i think this was during my first company there i am in 2009 with my baby daughter maddie uh my wife stacy and that's our big machines team early days we had really ugly branding didn't have a good cmo didn't have a cmo but those look at construction jackets”
Watch at 28:31

‹#›

“Commit to a Vision to solve a big problem you uniquely care about”
Read slide 11

‹#›

“We’ve grown talent across all global locations to serve global buyers and sellers 24/7 in multiple languages”
Read slide 18

‘Steal from the Best’

“‘Steal from the Best’:”
Read slide 25

We’re a Team, Not a Family

“Our “Roster” Evolves, Our Respect for One Another Does Not”
Read slide 34

Preview slides

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Resource files

  • Video

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  • Scaling Leadership During Hyper Growth (Slide 24)

  • 9 Do's and Dont's of Scaling a SaaS Business to $50m+ in ARR - Slide Deck

About the speaker
Godard Abel

Godard Abel

Co-founder and CEO · G2

LinkedInTwitter

Godard is a proven B2B entrepreneur and the co-founder and CEO of G2.com, the leading review platform and marketplace for B2B software and services. To scale G2, Godard has raised over $100M in capital from IVP, Accel, Emergence Capital, Pritzker Group Venture Capital, Hyde Park and Chicago Ventures. Godard is also the lead investor andexecutive Chairman for Threekit, a powerful 3D product visualization platform that powers immersive eCommerce for leading B2C and B2B brands

Company revenue
$113M
Team size
1000

More founder interviews

Slide by slide

Each slide with a short explanation of what it shows. Open the slide text for its exact wording.

35 passages

Lessons from scaling SaaS

  1. Slide 1Open deck
    Slide text

    March 2022 March 2022 | Godard Abel, CEO of G2 Godard Abel CEO of G2 9 Key Lessons Learned Building $50m+ ARR SaaS Businesses

  2. Slide 2Open deck

    A career across SaaS companies

    Abel presents a career built through several SaaS businesses and acquisitions. The slide traces BigMachines to Oracle at $400M, SteelBrick to Salesforce at $360M, G2 at a $1.1B valuation, and a $55M raise for ThreeKit.

    Slide text

    About Me 20+ Year 5x SaaS Entrepreneur Godard Abel Co-Founder & CEO G2 $400M $360M $1.1B Valuation $55M Raised

  3. Slide 3Open deck

    A first company taught hard lessons

    BigMachines began with industrial equipment and shifted to software, but its employee count fell from 70 to 20 between 2000 and 2013. The example frames a difficult transition as an early lesson in building a software company.

    Slide text

    First Company: Struggled and Learned Many Hard Lessons

  4. Slide 4Open deck

    The second company scaled quickly

    SteelBrick’s cumulative booked ACV rose from $0.3M in Q4 2012 to $15.3M in Q4 2016. The chart highlights a 12x increase in two years as the company accelerated its growth.

    Slide text

    ‹#› Second Company 100x Valuation in Less Than Two Years ‹#› ‹#›

A vision for trusted technology buying

  1. Slide 5Open deck

    Peer reviews bring trust to B2B

    The slide compares peer review platforms with trusted consumer and local discovery services. G2’s vision is to bring that kind of peer insight and real-time data to B2B technology buying.

    Slide text

    G2 Vision Coming to Life: Consumerize B2B Tech Buying with Peer Insights and Real-time Data The Crisis of Trust

  2. Slide 6Open deck

    Three paths frame the lessons

    The talk groups its lessons into growth tactics, talent strategy, and practices borrowed from other companies. The roadmap previews ideas such as riding big waves, nurturing talent, and using the V2MOM framework.

    Slide text

    V2MOM (Salesforce) Conscious Leadership Keeper Test (Netflix) Entrepreneurial Lessons Learned Strategies to accelerate growth, build a great team, and frameworks I’ve adopted on my entrepreneurial journey Nurture Talent Create a PEAK Culture Evolve Leadership to Scale 3 PATHS TO GROWTH 3 TALENT STRATEGY PRINCIPLES 3 THINGS I’VE ‘STOLEN FROM THE BEST’ Ride Big Waves Build a Scalable Sales Org Acquire Partners to Accelerate ‹#›

Growth and scalable sales

  1. Slide 7Open deck

    Growth starts by riding big waves

    This section introduces the first growth tactic: recognize a large market shift and move with it.

    Slide text

    Growth Tactics: #1 Ride Big Waves ‹#›

  2. Slide 8Open deck

    Software spending creates a large wave

    The slide frames software adoption as a broad, growing market opportunity. It pairs 100,000+ cloud apps and services with $1 trillion in IT service spend, $4.5 trillion in business IT spend, and 10% annual software growth.

    Slide text

    100,000+ Cloud Apps and Services $1 Trillion IT ServiceSpend $4.5 Trillion Total Spent on Business IT “Software is eating the world” Marc Andreessen 10% GrowthPer Year in Software ‹#› Sources: Gartner, McKinsey * Forrester projects that by 2023, 17% ($2T) of all software transactions will flow through Marketplaces Ride Big Waves - Accelerate the Inevitable!

  3. Slide 9Open deck

    Software revenue follows a long rise

    The chart shows global software revenue climbing over time, from $295 billion in 2012 to $600 billion today and a projected $6 trillion by 2050. Its curve emphasizes how a long-term market trend can compound.

    Slide text

    Software is Booming in 60 Year Mega Trend ‹#› Source: Battery Ventures, Software 2019 TODAY $600 Billion $295 Billion $6 Trillion Global Industry Software Revenue

  4. Slide 10Open deck

    Partners extend review distribution

    G2 syndicates reviews to software marketplaces so buyers can find them across the places they shop. The slide cites 500,000+ reviews across 100,000+ listings and 15+ partner marketplaces.

    Slide text

    ‹#› Partnering to Bring G2 Everywhere With our powerful review syndication network, G2 reviews appear on the most popular tech marketplaces, extending your reach to 100+ million additional software buyers Unique G2 reviews syndicated across 100,000+ product marketplace listings 15+ Leading partner marketplaces powered by G2 reviews including 3 of the top 4 cloud marketplaces 500,000+

  5. Slide 11Open deck

    Commit to a problem you care about

    A durable company vision starts with a large problem the founder uniquely cares about solving. The example pairs that principle with the shift from industrial pumps to software at BigMachines.

    Slide text

    ‹#› Commit to a Vision to solve a big problem you uniquely care about Goerdt Abel

  6. Slide 12Open deck

    Build a scalable sales organization

    This section introduces the second growth tactic: create a sales organization that can repeat its work as the business expands.

    Slide text

    Growth Tactics: #2 Build a Scalable Sales Organization ‹#›

  7. Slide 13Open deck

    Playbooks make sales repeatable

    A documented sales playbook helps a team repeat processes and systems as it grows. The slide says this approach helped SteelBrick hit its plan for 14 of 14 consecutive quarters.

    Slide text

    BUILD YOUR SALES PLAYBOOKS TO SCALE Build and enable repeatable sales processes/systems At SteelBrick, this helped us hit our plan 14/14 consecutive quarters ‹#›

Acquisitions and partnerships

  1. Slide 14Open deck

    Use partners to accelerate growth

    This section introduces the third growth tactic: acquire partners to accelerate growth while keeping entrepreneurs involved.

    Slide text

    Growth Tactics: #3 Acquire Partners to Accelerate ‹#›

  2. Slide 15Open deck

    Acquisitions can keep founders involved

    The slide describes acquiring 3 companies with fewer than about 25 employees across 2 companies, with the stated aim of accelerating growth and winning together. Photos show the acquired teams joining SteelBrick and G2.

    Slide text

    ‹#› ACQUIRE PARTNERS TO ACCELERATEKEEP THEENTREPRENEURS IN THE FAMILY Acquired 3 companies with fewer than ~25 employees across 2 companies to accelerate growth and win together InvoiceITJoinsSteelBrick! SifteryJoinsG2!

Talent and culture

  1. Slide 16Open deck

    Nurture talent and keep strong performers

    This section introduces the first talent principle: develop people from entry-level roles and retain the strongest contributors.

    Slide text

    Talent Strategy Principles: #1 Nurture Talent ‹#›

  2. Slide 17Open deck

    Grow talent from entry level

    The slide advocates nurturing high-performing entry-level talent and keeping the strongest people on the team. A SteelBrick group photo illustrates the people behind that approach.

    Slide text

    ‹#› Nurture Your Own Talent (High Performance Entry Level) and keep the best with you

  3. Slide 18Open deck

    Serve buyers across global locations

    G2 connects teams across global locations to serve buyers and sellers around the clock in multiple languages. The map and team photos show a distributed workforce spanning cities around the world.

    Slide text

    ‹#› We’ve grown talent across all global locations to serve global buyers and sellers 24/7 in multiple languages

  4. Slide 19Open deck

    Create a culture with shared values

    This section introduces the second talent principle: build a culture that gives employees and customers a shared reason to care.

    Slide text

    Talent Strategy Principles: #2 Create a PEAK Culture ‹#›

  5. Slide 20Open deck

    Care connects employees and customers

    The “Heart of the Brick” culture centers on caring for customers and employees. The pyramid links that core to employee inspiration, investor pride, and customer evangelism, supported by expectations, desires, recognition, and meaning.

    Slide text

    ‹#› “Heart of the Brick” Culture -> “The Good Guys in CPQ”

  6. Slide 21Open deck

    A stronger focus improves team results

    The paired charts track regrettable attrition and employee satisfaction at G2. Attrition falls in the later quarters while eNPS rebounds and stays near its earlier high, linking renewed focus with better team indicators.

    Slide text

    ‹#› And at G2, Redoubling Focus Has Led to Great Results Regrettable Attrition eNPS (Satisfaction with Employer)

Leadership and execution frameworks

  1. Slide 22Open deck

    Evolve leadership as the company scales

    This section introduces the third talent principle: leadership practices must change as the company grows.

    Slide text

    Talent Strategy Principles: #3 Evolve Leadership to Scale ‹#›

  2. Slide 23Open deck

    Leadership changes with company size

    The diagram moves from a “Tribe” of 1-50 employees to a “Village” of 51-199 and a “City” of 200-999. As the company expands, leadership shifts from rapid founder-led iteration to repeatable systems, executive alignment, longer roadmaps, and data-led decisions.

    Slide text

    “Tribe” 1-50 EmployeesRapid Product/Customer Iteration “Just Get Stuff Done” for Customers Everyone knows Everyone “Hands on” Player/Coach Managers Founder/CEO Knows Everything “Village” 51-199 Employees1-3 Quarter Roadmaps Build Repeatable Systems/Processes Leaders Align and Enable Teams 1st Executive Hires (CRO, CMO,...) CEO Knows Most People and Initiatives “City” 200-999 Employees 3-Year Roadmaps Data, AI Driven Decisions/Processes Build Mature, Aligned C-Suite CEO Knows Minority of Issues Drive V2MOM Alignment / Accountability Drill Down into Big Issues Scaling Leadership and Culture ‹#›

  3. Slide 24Open deck

    Experienced leaders helped restore execution

    During 2+ years of hypergrowth, G2 added experienced leaders and hit plan for 6 quarters in a row. The slide highlights complementary moves: realigning cofounders, hiring leaders, coaching the team, and building a CEO office.

    Slide text

    Scaling G2 Leadership During 2+ Years of Hyper Growth Hit plan 6 quarters in a row after bringing in more experienced leaders Chief of Staff BCG alum w/ Stanford MBA “CEO in training” +1 AssociateDrive special projects and support investor relations Built Officeof CEO New Leaders ConsciousLeadershipCoach RealignedCofounders CEO & Leadership Team Coaching and Alignment Training 2nd Level Leadership CTO and CEO building G2 Labs 2 building nex-gen start ups ‹#›

  4. Slide 25Open deck

    Borrow the V2MOM framework

    This section introduces the first framework Abel borrowed from Salesforce: V2MOM, used to align a team around direction and execution.

    Slide text

    ‘Steal from the Best’: #1 The V2MOM (Salesforce) ‹#›

  5. Slide 26Open deck

    V2MOM connects direction to execution

    The V2MOM example organizes a company plan into vision, values, methods, obstacles, and measures. Its layout puts the desired outcome alongside the choices and constraints that guide execution.

    Slide text

    V2MOM Drives Alignment and World Class Execution ‹#›

  6. Slide 27Open deck

    Five priorities anchor company measures

    G2’s FY23 plan connects five priorities to more than 40 measures reported to all-hands. The priorities cover talent, buyer engagement, seller growth, new business lines, and smart growth.

    Slide text

    #1 Invest in PEAK Talent and Inspire Love Measures: Engagement (eNPS), Retention (Turnover), Hiring (People)#2 Grow Buyer Engagement and Influence Measures: Traffic, Reviews, Green Categories (SoV and Reviews) #3 Fuel Seller Growth and Adoption Measures: New Business (ACV), Retention (GRR, NRR), Green Adoption (% of customers) #4 Build and Launch New Business LinesMeasures: # of Adopted Customers for New Products, Customer NPS, ARR per Product #5 Drive Smart GrowthMeasures: ARR Growth, ARR Growth / Cash Flow G2 FY23 V2MOM METHODS AND MEASURES +40 Key Measures Reported to All-Hands ‹#›

  7. Slide 28Open deck

    Meeting cadence creates alignment

    A recurring cadence connects board oversight, leadership reviews, and company-wide events. Quarterly board meetings, weekly senior leadership meetings, monthly V2MOM reviews, and all-hands sessions create regular points for updates and accountability.

    Slide text

    ‹#› Board meetings Leadership meetings Sr. Leadership weekly meetings Monthly V2MOM reviews Semi-annual srleadership offsites Quarterly regional V2MOM reviews     All-hands meetings and events Monthly Global all-hands calls Monthly Innovation Pulses G2 Together ERG & Gives Events Semi-annual kickoff meetings REACH user conferenceannual Quarterly Board Meetings Monthly Financial and Measure Updates Ad-hoc calls for special topics Leadership Review and Communication Cadence -> Alignment, Celebration, and Accountability

  8. Slide 29Open deck

    Practice conscious leadership

    This section introduces the second borrowed practice: conscious leadership and the work of becoming more self-aware.

    Slide text

    ‘Steal from the Best’: #2 Conscious Leadership ‹#›

  9. Slide 30Open deck

    A personal journey begins in 2009

    A photo collage marks 2009 as the beginning of Abel’s conscious leadership journey. Family, personal, and team images connect that practice to life beyond formal management.

    Slide text

    Your Team as 2009 My Conscious Journey Begins ‹#›

  10. Slide 31Open deck

    Anxiety can cloud an entrepreneur’s view

    A storm-cloud illustration represents anxiety as a heavy part of the entrepreneurial experience. The slide makes the emotional challenge visible without presenting a specific operating framework.

    Slide text

    ‹#› My Storm Cloud of Anxiety https://www.inc.com/david-finkel/anxiety-is-common-among-entrepreneurs-here-are-4-tips-to-help-soothe-your-nerves.html

  11. Slide 32Open deck

    Authenticity is measured alongside satisfaction

    G2 asks employees whether they can be themselves at work, adding an authenticity measure alongside eNPS. The chart rises from an early dip and then levels near 60, suggesting the measure improved and remained comparatively steady.

    Slide text

    Conscious Commitments Lead to an Authentic Workplace Culture G2’s iNPS Scores Over Time ‹#› In addition to asking if our employees feel like their company is a great place to work (eNPS), we ask if they feel like they can be themselves at work (iNPS).

  12. Slide 33Open deck

    Apply the Netflix keeper test

    This section introduces the third borrowed practice: use Netflix’s keeper test as a model for how G2 evaluates whether roles and teams remain a strong fit.

    Slide text

    ‘Steal from the Best’: #3 Netflix ‘No Rules Rules’Adopting the ‘Keeper Test’ at G2 ‹#›

  13. Slide 34Open deck

    Teams evolve while respect remains

    The slide argues that a company can operate as a team whose roster changes while people continue to respect one another. It says 90% of G2 managers are “keepers,” using a sports team image to frame the idea.

    Slide text

    We’re a Team, Not a Family Our “Roster” Evolves, Our Respect for One Another Does Not 90% of G2 Managers Are “Keepers” ‹#›

  14. Slide 35Open deck

    Thank you from Godard Abel

    Abel closes by thanking the audience and identifying himself as CEO of G2.

    Slide text

    March 2022 | Godard Abel, CEO of G2 ‹#› Godard Abel CEO of G2