Billion Dollar Exit, Churn Rate Optimization, Cab Table Management & Employee Participation - Ragnar Sass, SaltoX & Ex-Pipedrive

Ragnar Sass built Pipedrive up to a billion dollar exit - but how does it work? Which KPIs are important for this, how do I manage a clean cap table as a founder and how do I deal with investor feedback on my KPIs?

We talk about concrete numbers, mistakes in hiring and cap table management from Ragnar's last years and why he is now rethinking employee ownership with Salto X.

What you'll learn:

What opportunities are there in a market that seems saturated?

What processes and skills did the Pipedrive team have to develop on the way to becoming a Unicorn?

When do you have the chance as a founder to turn an investor deal with bad terms in your favor?

What tricks of the recruiting trade have made Pipedrive successful?

ALL ABOUT UNICORN BAKERY:

https://zez.am/unicornbakery

(00:01:02) How did you get into startups and what did you do differently than other founders?

(00:07:58) How do you define the right moment for you to pursue your projects and dreams?

(00:10:03) Did you develop a different solution for the same problem because the market needed it or because you didn't want to compete with the big players in the market?

(00:15:36) When did you realize you needed to upgrade your work to scale Pipedrive and what processes and skills were involved?

(00:25:05) What has changed at Pipedrive along the way to becoming a Unicorn?

(00:30:37) What KPIs were important for you guys to increase revenue?

(00:35:10) Cap Table: What is important and should definitely be considered?

(00:39:07) How do I turn down a deal with bad terms and then turn the terms around to a better position?

(00:45:48) What's wrong with employee ownership or what can go wrong?

(00:50:34) How do you approach employee ownership better?

LinkedIn: https://www.linkedin.com/in/ragnarsass/

SaltoX: https://www.saltox.co

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