Nima Samini’s Post

Saw this post about coming into a new company. Here are my two sense (cents?!) Build public channel slack ⚒️ automations for:  ✍️ New contract/quote signed ** 💵 New payments made (if you have a small sales team, otherwise make sub channels for each specific team)** ⭐️ new customer review ✅ form submissions (any inbound leads) 🆘 new customer support tickets Making these public and reading through them daily will get you quickly up to speed on: 👥 what the customers are thinking (reviews)🌊 what the inbound pipeline looks like (new form submissions) 📦 What is working, what you can repackage, what ICP looks like (New contract/quote signed) 💴 see where you can add services/see if you should raise prices (payments made)   **Dont build a channel for pipeline stages as it is just noise at that point. Highlight the most important stages (contract signed, payment made, etc in my case) and make those their own channels. 

Hey Product Founders! The last year or so I've been a part of a couple SaaS masterminds. I've seen the need for an easier entry point where founders at *all* stages—from idea to revenue—can connect and grow. We're starting a new online community called Founder Hub where bootstrapped software founders can connect, share challenges, and grow together. No agenda other than founders helping founders. DM me if you are interested in being a part!

The Only Product Validation Blueprint You Need: (From an investor and former startup founder who sees hundreds of failed ideas every year) Week 1: Landing page + mock screens Week 2: Drive 100 visitors Week 3: Talk to 10 interested users Week 4: Build only what they'll pay for You'll learn more in these 4 weeks than 6 months of building in isolation.

Day 2 of working at a pre-seed startup: I guess technically I dont start till monday but been working on this stuff since thursday anyway lolol Trying to figure out what is going to move the needle and what is just some shit I learned at a bigger company is hard Trying to figure out what I'm doing that's just a procrastination lever to prevent me from getting real work done is hard Coming from a 900 person company, and even a 40 person company (with 4< mil in revenue) is much different than a company with ~20 customers and <100k mrr Things I'm working on: • building slack automations for booked meetings/pipeline/signups etc (is this necessary?) • cleaning and sorting the first lists so I can be ready to call on Monday • Trying to figure out if I can upload a few thousand row CSV into PandaMatch 🐼 so I can find every MSP in the country (biggest data project right now) • Trying to figure out what I NEED to spend money vs what I WANT to spend money on • Putting together a list of people in my industry I need to add on Linkedin • Watching every video in our video library for onboarding, customer calls, and trying to listen to podcasts related to MSPs and the IT service industry • Trying to figure out how I want to setup our email domain infrastructure and what tools we have right now that are usable so we don't have to wait a month to start blasting the cannons Definintely being pulled in 10 different directions right now For anyone that has worked at seed-stage companies before, what helped you stay focused on the things that were actually important?

Startip #52 ⚡️ Response Times ⚡️ Happy Monday all. Today is more of an interactive Startip so any feedback would be greatly appreciated! In times when everything is at our fingertips, I often wonder what is considered an appropriate response time when it comes to messages, texts, calls or emails. You see, these days, it’s all about that instant gratification - think Amazon - online purchases for example. Gone are the days of waiting weeks for that purchase. Instead, if we don’t get an item we ordered within a day or two of ordering, the chances are, we will look elsewhere when it comes to that next purchase. So why should it be different when it comes to responding to customers or clients? Now, I appreciate there are many factors to take into consideration, like ensuring you send a planned and well thought out response rather than a rushed response just so you can tick it off your to do list. Or maybe there is a perception that if you respond too quickly, you simply aren’t that busy and have way too much time on your hands. Whatever the case may be, it’s sometimes difficult getting that balance right. Respond too quickly and you could be perceived as being too enthusiastic, but take your time and you are inefficient or couldn’t be bothered. So what is the perfect timing when it comes to responding in a professional or even personal situation? And taking it one step further, if you are in the professional services space, how long should it take for you to respond on a new engagement? I always try to set myself apart from others when it comes to efficiency and response times. Taking it even further, if I post on social media and I receive several responses, I will go out of my way to respond to each and every person that wrote to me - after all, if they have taken the time to wish me a happy birthday or congratulations on a milestone, then why shouldn’t they get a personal response in return? So my Startip today is twofold. Firstly, in my personal opinion, I would always prefer to be on the ball when it comes to response times, regardless of the possible negative connotations that might come with it. And secondly, I am interested to know what others do, be it startups, established brands or professional service providers when it comes to responding to texts, calls or emails. #responsetimes #startupadvice #startips #lazaruslegal #riseabove

The past few months have been the most challenging in my life. At first, I wanted to share a post about our highlights and achievements at Scripe, but reflecting over Easter made me realize that only sharing the positives felt wrong. 💭 Here's a more realistic look back: 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗶𝘀𝘀𝘂𝗲𝘀: At the start of the year, we were unsure how we'd fund ourselves. Everything was up in the air, and we were all facing financial uncertainty until we got the Berlin Startup grant. 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀: We quickly realized we hadn't included enough user feedback initially, which meant we practically had to restart from the beginning. This was a huge source of frustration for us all. 𝗪𝗼𝗿𝗸𝗶𝗻𝗴 𝗮𝘀 𝗮 t𝗲𝗮𝗺: Finding our rhythm as a team, and understanding each other's strengths and weaknesses has been another massive challenge. We realized that it is a journey and working as a team requires mental effort and patience. 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 f𝗲𝗮𝗿: I’ve struggled with a huge fear of failure and often doubted myself. And yes, there were even days when I was thinking about giving up. Glad I didn’t. ;) But I guess those failures are what makes all those achievements even more valuable. Same goes for the positive outlooks and results that have evolved throughout that time. Here’s what I am most proud of: ✅ 80% of our beta users are actively using our product on a weekly basis.  ✅ We're getting incredibly positive external feedback. ✅ We are growing as an amazing team. ✅ I have regained my confidence. This all makes me incredibly motivated for our public launch. Plus, I’ve learned to allow myself to be more open about these so-called weaknesses and aim to set clearer boundaries for myself. I aim to be more generous and caring with myself - and I hope you are too! Cheers, and I hope you had a wonderful Easter. #startupjourney #saas #selfcare

Just for giggles... been studying through The Seven Pillars of Customer Success by Wayne McCullogh, and put together a cheat sheet of the framework here. Curious if anyone else has read this and/or applied any of the principles to their business. I think if I were going to apply this framework, I would simplify to avoid what looks like some redundancy here and over-engineering. But there would be a huge difference between CS practice at a large mature organization v.s. a start up. What do you think are the three most important Customer Success metrics and practices are for a SaaS startup? Open to your thoughts!

#Day29: There was a time I worked with a small startup founder who was juggling multiple roles—product design, team management, and marketing. He was passionate about his product but struggled with getting people to actually use it. When we first spoke, I could tell he was overwhelmed. He wanted users but didn’t have the bandwidth to connect his idea with others. So, instead of focusing on traditional approaches, I suggested we focus on conversations, not pitches. I asked him to list three people he believed could benefit from his product. We set up casual calls where he simply shared why he created the product and asked questions about their struggles. Those conversations didn’t feel forced; they felt real. By the end, two of them agreed to try it out, and one became his first paying customer. This experience reminded me that connection beats complexity. Founders don’t need to master everything; they just need a simple, human approach to build rapport with their audience. It’s not about selling—it’s about inviting someone into your story.

Tired of seeing your referral programs fall flat? Here's how startup founders can transform lackluster results into a powerhouse of growth with a Work Breakdown Structure. 1. Dissect your referral program into bite-sized tasks for clarity and precision. Think designing referral materials, setting promos, and refining tracking systems, all clearly mapped out from start to finish. 2. Empower every team member with explicit roles and deadlines, fostering accountability and ensuring seamless execution of your program strategy. 3. Hone your program's performance by identifying bottlenecks early through consistent monitoring and making quick adjustments where necessary. Comment below if you're ready to revamp your referral game plan!

My best customer call this week was a customer saying “No”. As startup founders, we're often laser-focused on getting as many customers to say “yes”. It's understandable - those 'yeses' mean revenue, traction, and validation of our vision. This week, a customer told us they decided not to move forward with a paid subscription to Peek. But the hour they spent explaining the reasons why they rejected us, were worth more than a dozen “yes-es”. Instead of feeling dejected by the rejection, it was an incredible learning opportunity to understand what changes we needed to make. We're now making tracking your historical P&L on individual investments, and a much smoother onboarding experience top priorities on our roadmap. Understanding why users stop returning helps our team focus on how to make Peek better for everyone else. Few things are more valuable to us than customers who take the time to provide thoughtful, constructive feedback on why they rejected us. Each of these rejections improves our ability to get to a “yes” with another customer. If you'd like to try out Peek and help us build your AI-powered personal CFO, register at the link in the comments! We're eager to get as much feedback as we can - even the kind that ends in a “no”.