SAAS whitepaper series

Leading Edge - Bleeding Edge - Unicorn - whatever description is applied to them, the focus on a fast-track growth company tends to be four-square on the envelope bursting, disruptive ‘product’.

But what are the mission critical management issues which have to be addressed with rapid expansion in order for a business to realise potential and meet expectations?

In a report commissioned by iplicit, the cloud accounting software company, to be prepared and published by DECISION magazine later this year, the chief executives and chief financial officers of SAAS companies will be revealing how best to address the challenges that such rapid growth can present - both in terms of operational execution and controlling costs - as well as defining what is necessary to maintain momentum?

Leading up to publication, the latest thought-provoking interview to be included in the report will be available here for you to download.

INTERVIEW 01

Richard Sawney

Consulting Chief Financial Officer, former CFO at Feefo

"When a business is fast growing it needs to have accurate data about where its sales leads are coming from. It needs to be able to visualise its cost per enquiry, the cost per customer gain. If the target is thirty sales of a particular value, it needs to know how many leads are required to achieve that."

INTERVIEW 02

Chieu Cao

Chief Executive, Mintago

“It’s all about having IT which is ahead of the game in terms of your company’s timeline because systems which become quite laborious can create friction within a young company. I always say in scaling a business that sometimes you’ve got to slow down to speed up or you won’t get over the next bumps in the road. Systems are more painful to implement when you’re forced to."

INTERVIEW 03

Andy Yeoman

Chief Executive, Concirrus

“Every year we do a full re-justification review of our IT. Is something we are reviewing really needed or can we switch it off? That appraisal has reduced our spend every year by twenty-five per cent. We do it because a company can get to a position of doing something at particular way because that’s the way it has
always been done. The danger is that doing a task a certain way can become part of someone’s identity, and that makes change more difficult to implement."

INTERVIEW 04

Carlo Gualandri

Chief Executive, Soldo

“If the aim is to build the best company as well as the best product, then something is created which everyone is proud of – customers are pleased, investors satisfied. And profit is important because it is the measure of the success of a company, a demonstration of
whether something solid is being built."

INTERVIEW 05

Sonny Sehgal

Chief Executive, Transputec

“When you spend the energy and time to constantly see where you can be innovative, it enables you to knock on the customer’s door and say this could be a ‘wow’ for your business because look at what it’s done for ours."

INTERVIEW 06

Quentin Solt

Corporate Lawyer Tech Non-Exec, Tech Entrepreneur

“Despite the brilliance of an innovative product, the market may just not be ready for it. Before spending significant amounts on branding and marketing, find the customer and verify that if your product existed, they would buy it."

INTERVIEW 07

Phillip McGriskin

Chief Executive, Vitesse PSP

“When you are looking at a new vertical you need to listen to the market rather than just push product features you’ve developed."

INTERVIEW 08

Oana Jinga

Chief Commercial & Product Officer, Dexory

“As a company grows, there needs to be separation between specific disciplines, but that doesn’t have to result in the creation of silos."

INTERVIEW 09

Steve Jones

Chief Executive, Comparison Creator

“The advantage with hybrid and remote working is that we now have people with particular skills who are not local to our office. For that to work, technology needs to be in place so we can securely share data, including customer information, and be able to collaborate internally."

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