A story about a 40% revenue cut that paid off.

This episode is for sales-led SaaS CEOs who find it hard to say no to paying customers, even when it holds them back.

Most SaaS companies count all revenue as good revenue.

Alberto Gimeno, co-founder and CEO of Invofox, came into document processing as an outsider. He didn't know which customers would be best, so he tested four or five segments by selling to each of them himself.

At their first million in revenue, they let 40% of it go. They kept only software companies, where net revenue retention ran at 140–150%.

And this inspired me to invite Alberto to my podcast.

We talk about why message-market fit and product-market fit are two separate problems. You'll also hear why pushing up your win rate too often means leaving money on the table. And why the customers who end up bringing in 85% of revenue are often hard to spot upfront.

We zoom in on two of the 10 traits of remarkable software companies:

• Acknowledge you cannot please everyone
• Master the art of curiosity

Both are chapters in The Remarkable Effect.

His story shows that remarkable software companies are prepared to cut deep into their revenue to get a focus advantage.

Here's one of Alberto's quotes that captures why picking your customers is a product decision too:

"Choosing a segment is not only about your go-to-market operations, it changes the product that you build. An accountant, a construction company and a developer are going to need three different things even when they're trying to solve the same problem."

By listening to this episode, you'll learn:

• Why prospects ignore great products that don't offer a new way to see the problem
• What metric tells you most clearly whether you have product-market fit
• How to test which customers are best before you commit to one
• What your product gains when you stop serving segments that grow slower

Guest: Alberto Gimeno, co-founder and CEO of Invofox

Website: invofox.com

LinkedIn: linkedin.com/in/gimenoalberto

A story about learning from the customers who walked away.

This episode is for SaaS CEOs who keep building features for their customers, but still lose them at renewal.

Most SaaS roadmaps are focused on interesting problems, not real ones.

Adrian Moza, CEO of Flipsnack, learned what that costs. He started as a developer 20 years ago, moved into support, then ran product before becoming CEO in 2022.

When thousands of new templates brought customers who churned after one use, he realized Flipsnack wasn't Canva and never would be. Its job is to solve the problems customers really have.

And this inspired me to invite Adrian to my podcast. We talk about what customers really want from your product. And how you can still lose big customers, even when they have no complaints about it. You'll hear how Adrian built a sales-led motion on top of PLG, without outside funding. In 2020, 15% of Flipsnack's customers were on the higher plans. Today it's 60%.

We also zoom in on two of the 10 traits that define remarkable software companies:

• Offer something valuable and desirable
• Acknowledge you cannot please everyone

Both are chapters in The Remarkable Effect.

Adrian's story proves what makes a software company hard to replace: solving the problem customers can't ignore.

Here's one of Adrian's quotes that captures why he moved Flipsnack beyond PLG:

"I still believe in PLG as a motion, but it wasn't good for us because we were creating a nice-to-have product instead of a must-have."

By listening to this episode, you'll learn:

• Why your go-to-market should change the day your product does
• Why moving upmarket needs hires who help you grow, not hires you grow
• How your lowest tier can fund the move upmarket and feed your pipeline
• How one strategy turns twenty scattered marketing initiatives into results

For more information about the guest from this week:

Guest: Adrian Moza, CEO of Flipsnack

Website: flipsnack.com

LinkedIn: Adrian Moza

A story about the real problem behind every feature request.

This episode is for SaaS founders who build what customers ask for and still watch new features go unused.

Customer requests are where good teams go wrong.

Kevin Dias, founder of Ambiki, spent three years inside a Tennessee speech therapy practice, listening to therapists and building their software as he went. That software grew into Ambiki.

While building Ambiki, he wrote a book around one question: what problem are we solving, and for whom? Every feature at Ambiki starts there. No solution allowed in the answer.

And this inspired me to invite Kevin to my podcast. We talk about why defining the problem matters more now that AI makes building so fast, and the three forces that push teams past that step: customers, sales and investors. Kevin also shares why he keeps saying no to a much bigger market. You'll hear what he hands his board when they ask for a roadmap.

We also zoom in on two of the 10 traits that define remarkable software companies:

• Master the art of curiosity
• Acknowledge you cannot please everyone

Both are chapters in The Remarkable Effect.

Kevin's story shows what remarkable companies do first. They pick the problem worth solving.

Here's one of Kevin's quotes that captures his warning for teams building with AI:

"Don't let the ability to quickly create features and prototypes become the evidence that you should build it. It's very easy to build it these days, but it doesn't mean you should."

By listening to this episode, you'll learn:

• Why you can miss your customers' real problem when you copy a competitor's feature
• What changes when "what problem, for whom?" moves to the top of every feature document
• How your margin can grow when you put a smaller group of customers first
• How asking "solution or problem?" on support tickets trains a whole team to dig deeper

For more information about the guest from this week:

Guest: Kevin Dias, founder of Ambiki

Website: ambiki.com

LinkedIn: linkedin.com/in/kevin-dias-ambiki

Book: The Problem-First Method at problem-first-method.com