This is what Monday morning looks like.

We almost destroyed our pricing last quarter. We were losing deals to a competitor priced 40% lower. The instinct was to drop our price to match. We did the opposite. We raised it by 30% and added one new line to our positioning: "For teams that can't afford the implementation risk of a cheaper tool." Win rate went from 34% to 61% in 6 weeks. The lesson: if you're losing on price, you probably have a positioning problem — not a pricing problem. What's your gut reaction when you lose a deal to a cheaper competitor?

I've hired 40+ people in 6 years. The best hiring signal I've found has nothing to do with their resume. At the end of every interview, I ask: "What question did you hope I'd ask that I didn't?" Top performers always have an answer. Average candidates say "I think you covered everything." That single question has saved me from at least 10 bad hires. What's your go-to signal for separating strong candidates from great ones?

5 things I wish I knew before pricing my SaaS →

Your sales team is losing deals you don't even know about. Not because of bad demos. Not because of pricing. Because of what happens in the 72 hours after a demo. We built a 3-part follow-up sequence: — Email 1 (same day): personalised recap of their specific pain — Email 2 (day 2): one customer story relevant to their situation — Email 3 (day 5): honest "is this still a priority?" check-in Close rate on tracked deals: 58%. Without it: 29%. The demo gets you in the room. The follow-up closes the deal.

I almost quit in year 2. Revenue had flatlined at $400K ARR for 9 months. The team was frustrated. I was burning through savings faster than expected. I remember sitting in my car before an investor meeting thinking: "If this doesn't go well, I might have to call it." The meeting went fine. But that moment stuck. What got us through wasn't a breakthrough product decision or a big partnership. It was just not stopping. We made 11 small decisions over the next 60 days that each added 2–5% to growth. Compounded, they took us from $400K to $900K ARR in one quarter. No single decision saved the company. All 11 together did. If you're in a flat stretch right now — keep making the small decisions. They compound.