SaaStr 250: Why Enterprise Is Hard Again, Why To Be Successful in SaaS Today You Have To Find The Crumbs Falling From Incumbent Mouths and Why Large Orgs Are So Dysfunctional and How To Poach Talent From Them
The Official SaaStr Podcast: SaaS | Founders | Investors - Un pódcast de SaaStr
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Peter Yared is the Founder & CEO @ InCountry, the startup that allows you to operate globally with data residency as a service meaning they store your mission-critical data in it’s country of origin, without compliance. To date, Peter has raised $8m for InCountry from some of my very favourites including Bloomberg Beta, Felicis, Ray Tonsing @ Caffeinated and CRV just to name a few. Prior to InCountry, Peter founded six and sold 6 enterprise software companies that were acquired by Sun, Citrix, VMware, Oracle, Sprinklr and Prograph. Previously, Peter was also the CTO/CIO of CBS Interactive where he brought CBS into the cloud. At Sun, Peter was the CTO of the Liberty identity consortium that designed SAML 2.
In Today’s Episode We Discuss:
- How did Peter make his way into the world of enterprise SaaS with the founding and selling of 6 companies and how did InCountry come about? What is that founding moment?
- Why does Peter feel like it enterprise is really hard again? Why is it no longer to come into large enterprises with a small contract and expand? How does Peter think about enterprise pilots today? Do they really mean anything? What proof points suggest an enterprise is really bought in? What benchmarks should startups bake into the agreements?
- How does Peter think about and approach market sizing today? Why is market risk no longer a risk he is willing to take? Where do many entrepreneurs make mistakes when it comes to market timing? In terms of timing, how should entrepreneurs think about whether to start at SMB and move to enterprise or start enterprise and move to SMB? What are the considerations?
- Why does Peter believe that large orgs are so dysfunctional today? What can founders do to extract the truly special talent out of these large orgs with big pay packets and troves of options? How has Peter found the transition from CTO to CEO this time? What have been some of the challenges? Where has he asked for external help?
- Having built numerous successful remote teams, what have been Peter’s biggest learnings in what it takes to successfully build remote teams? Where do many people go wrong? Does it have to be from Day 1? When is the right time to start thinking about this as a startup?
Peter’s 60 Second SaaStr:
- What would Peter most like to change about the world of Silicon Valley and tech?
- Who is the biggest rockstar in the valley that is less well known?
- Hire fast, fire fast, agree or disagree?
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