Today, I want to talk about three key skill gaps that I’ve noticed that founders typically have in their transition to grow into a professional CEO. I want to talk a little bit about my background first to give you some sense of perspective of where I come from. I run an executive coaching company called SaaSCEO.com. As you might imagine from the name, we focus on mentoring and developing the skills of CEOs in the SaaS industry.
I’ve been in SaaS for probably 25 years before it was ever called SaaS. I’ve written a couple of books. The one related to SaaS is called Extreme Growth Revenue. I started off my career at McKinsey helping CEOs of Fortune 500 companies – so, in that world, small businesses that have $500 million in sales.
I’ve sort of done everything in SaaS from product management to product marketing. I was very bad at software development 30 years ago. I mostly focus on strategy, growth, the go-to-market side of things (which is why I shouldn’t come with Kyle) as well as private equity, M&A, and board work. Everything’s sort of front-of-house that I’m pretty familiar with and have a particular perspective that I’m going to share today.
I want to talk about founder skills vs. CEO skills. They’re actually quite different.
Sometimes you hear the term “founder CEO,” like the CEO that was also the founder of the company, or founder and CEO. I think of them as two different skill sets. Sometimes the two skill sets can be managed by and delivered by the same person. Sometimes there is more of a relay race where the founder passes the baton to a professional CEO – someone who was hired to be CEO but did not found the company. I want to characterize what these two different sets of skills look like then talk about the major gaps and how to close them.
Founder vs. CEO Skills
What founders are very good at is being really visionary, being innovative, being passionate, being frugal. What CEOs are much better at are, what I call, scale-relevant skills. Managing 100 employees is very different from managing three employees. They have a lot more structure and a lot more discipline – those are a high level of what we’re looking at.
What I want to talk about is three specific skills that founders really need to grow into and rise to the occasion of being a CEO.
Top Three Skills Founders Need to Grow into a CEO
Number one, and Kyle alluded to this, is data-driven decision-making. If you’re a professional CEO, you are looking at data constantly. You are doing math every single day to make better decisions.
The second is implementing and standardizing scalable business processes. I’m talking a lot more about what I mean by that.
The third is discipline execution.
A lot of these things, quite candidly, I think most of the founders I work with find quite boring. These are the things they don’t want to do, which is why I became an entrepreneur. Yet ironically, if you’re very successful as an entrepreneur and founder, you end up in a business that really needs a CEO to guide it and take it to the next step.
Data-Driven Decision-Making
Data-driven decision-making is the first skill you need to look at development. Founders typically are very visionary. They’re very intuitive. They’re very opportunistic. They see what’s not there.
So you look at a marketplace – there’s no data, there’s no products, there’s no offering. It’s a very emerging market. And from a blank piece of paper, the founder can see something that others cannot see.
They see what’s possible, and they’re able to notice opportunities and achieve them. A lot of the decision-making really is based on intuition and gut. In many cases, the founders used to be working in the role that would now be the customer’s role.
It would be someone who built a product for themselves and then finds that others are interested in it. But they are a pretty typical founder story.
CEOs are quite different in their skill set and their outlook. First of all, they’re very pragmatic. They’re much more data-driven, and they’re strategic.
“Pragmatic” means really getting the day-to-day things done. As the business grows, as there are more customers, as there are more employees, the complexity of managing a larger organization gets a lot more complicated. Getting simple things done that you’re used to doing yourself, but now you have to get it done through 100 employees, is a very different skill set.
“Strategic” refers to having strategy – really, it’s making a plan to get your outcome. I think a good strategy is reflective of trade-offs. So CEOs have to make a lot of trade-offs.
When you’re an established business, if you do something to acquire new customers, you might have to distract and take away resources from existing customers. When you have no customers, when you’re starting up, there are no trade-offs. Everything is all upside, no downside.
It’s very different as the business matures.
The other difference is CEOs are in spreadsheets constantly. That is the one thing that comes with a professional CEO – they are very heavily in spreadsheets.
Case Study #1
I’ll give you a little example. I had a client of mine who was a classic entrepreneur, founder, and owner of about four or five companies (and a different number of companies every time that we talked).
I remember this one phone call I had with him, we were talking about other startups (the smaller companies). At the very end, he goes, “By the way, I also have this company that has about $10 million a year in sales.”
I’m like, “Oh, we didn’t talk about that the entire time. Well, tell me more about this business.” He told me more about the business.
I asked, “What is your net revenue retention? So, for the customers you acquired a year ago, how much money are they spending today?” Inclusive of upsells and cross-sales.
He didn’t know…
“Okay, well, go figure it out. Here’s the formula. You can Google the formula if you want and go figure out what net revenue retention is, and then email me.”
So he emails me back and says, “Net revenue retention is 140%.” So he’s like, okay, whatever. I just did the homework, I’m done.
He finds this business incredibly boring. It’s not innovative, it’s not exciting. There’s no challenge, there’s no chaos. He thrives on possibilities.
I take that number, and instantly I recognize its significance because I’ve done the math so often, and I ran a quick calculation. What I realized was this business was going to be a $100 million-a-year business within 10 years and probably worth somewhere between $500 million to $1 billion dollars in roughly about eight years.
He had no clue that his net worth was on pace to be $500 million to $1 billion within the decade. This is where a CEO would spot that immediately, run the math, run the numbers, and go, “Oh, this is a huge opportunity.”
We stopped working on the other four businesses that are all under $1 million in sales and put all this effort into this big one, and this thing has grown like gangbusters.
He had a great thing, but didn’t quite realize it.
Top 5 Spreadsheets CEOs Use that “Founders” Don’t
We have five spreadsheets that I find CEOs typically use that founders typically do not.
- Sales Funnel Stage Report
First is a “Sales Funnel Stage Report.” If you have a sales process, which you should as you mature, you want to know how many phone calls your team made today or this week. How many meetings do you have? How many demos do we deliver? This day, this week, this month, this quarter. At a glance, a CEO would need to know that.
- Sales Funnel Conversion Rates
The second sheet a professional CEO would have is what I call a “Sales Funnel Conversion Rates” report. That is, for example, what percentage of the demos we give goes on to the next sales day, such as proposals. Maybe it’s one in three. So, for every three demos, we get one proposal.
Maybe every two proposals, we get one close to it. That sort of ratios or percentages, depending on how you like to represent the numbers, is really important to understand the go-to-market side of the business.
- LTV/CAC Ratio
From a strategic standpoint, LTV vs. CAC ratio – this is a lifetime value of a customer divided by their customer acquisition cost and the ratio between the two. What we find is that more sophisticated businesses know what the LTV/CAC ratio is for the company overall.
You might know what that is for your company overall, but the more sophisticated companies know what the LTV/CAC ratio is by customer acquisition cohort. So, all the customers acquired this month vs. last month vs. a year ago by the customer segments.
If you serve multiple verticals, if you serve financial services, if you serve manufacturing, what is the LTV/CAC ratio for each of those different protocols?
If you serve customers through multiple sales channels, maybe through outbound cold calling, through partnerships, and referrals, what is the LTV/CAC ratio for each of those particular channels?
If you generate leads to SEO, what’s the LTV/CAC ratio for those particular prospects vs. inbound marketing vs. outbound cold calling vs. trade shows? There are many different ways to acquire it.
The reason is this tells you where the opportunities are. This is what CEOs do. They do the math, they do the calculations, and they figure out where you are going to get the most “bang for your buck” in terms of your operating budget.
- Churn Rates
Churn ratios contribute to lifetime value by those same slices – by cohort, customer segment, channel, and lead source.
- Scaling Financial Forecasting Model with Employee to Activity Capacity
The fifth one (usually for businesses a little bigger, such as maybe $5 million to $10 million in sales and above) is a financial forecasting model, a growth model. If you have a good sales process, and it’s really consistent, then it comes time to grow.
If you were to want to increase sales by $5 or $10 million in ARR, how much money would you need to fund the sales and marketing effort? There’s a financial calculation spreadsheet that would be able to tell you that.
The key thing here is when you see businesses that may be over $10 million in sales, you see a lot of what I call activity ratios per employee. So an SDR. How many phone calls or cold outreaches can an SDR make in a given day?
There’s usually a number for businesses that are well-measured and really run by the numbers. There’s a target number. There’s a number for how many proposals and demos a particular employee can handle.
As you scale, say from five people to 80 or 100 people, these ratios become important. Every time you hire seven SDRs, you need to hire one sales manager, or one SDR manager.
All those calculations around translating revenue into staffing requirements help you figure out if you have enough resources to make the number you’re trying to get to.
There’s a difference between having the report and understanding the report. Then, there’s using the report to make better decisions. I would distinguish between those three. I do see a lot of CEOs (or founders) who have the report, but they don’t know how to interpret it.
They’re not making better decisions because of it. They’re glancing at it and may realize it’s the same as last week, and they think they’re okay. I think there’s a shift. If someone comes from more of a CFO background, they’ll look a lot more at LTV vs. CAC and churn rates, but most founders do not typically come from a CFO background.
Technical founders don’t look at any of this. If sales are down, they think they need more features. Every single problem in the business can be solved by more features… That’s kind of their bias.
Some of that’s very sales-oriented, in which they tend to look at the first two reports in terms of driving activity in sales, but they tend not to look at profitability.
You may have closed a deal, but is the customer still here a year later? You don’t know if they stayed as customers or left three months later. Things like LTV vs. CAC and churn rates are things that typically sales executives are not historically held accountable for, and certainly not salespeople. They tend not to look at those, but that’s where the enterprise value is driven by both the number of new customers, how much they spend, and how profitable they are. This largely depends on how long they stay as a customer.
Implementing Standardized Scalable Processes
There are three words that nobody really wants to deal with – standardization, scalability, and processes. That’s pretty boring, but it does make a difference in terms of being able to grow.
If you look at the mental orientation of how a founder thinks about getting work done vs. the CEO, it is night and day different.
Founders typically just get it done. They don’t care how you do it, as long as it works, as long as it’s effective, it doesn’t matter. Let’s just get it done. When you have under five employees, absolutely, just get it done.
As you get bigger, that’s the worst approach. It doesn’t work when you have 20 to 500 employees. It becomes increasingly important that every single employee who’s involved in a particular business process (maybe generating leads, onboarding customers, doing technical support calls) needs to do it the exact same way.
A lead is generated via cold calling the exact same way, regardless of which SDR does it. A new customer is onboarded the exact same way, regardless of which person in customer success is involved in that.
Standardization becomes extremely important because you can’t scale beyond a certain point without it.
Definitions
Here are some definitions and metrics that you can use to assess your own processes.
A process is a sequence of steps that are consistent and standardized to produce a particular result that is also consistent.
Think of a recipe… If you follow the recipe exactly every single time, you get what you want out of it. Let’s say you bake a cake. You follow the same steps every time, you get the same cake every time. If you wing it, change the ingredients, change the baking temperature, or change the baking time, you’re not going to get consistent results.
A scalable process is a sequence of standardized steps to produce a consistent result that continues to work as you double and triple budget and staffing.
If you were to triple the spending on sales and marketing, do your new bookings and new deals double or even triple? Sometimes you have processes that don’t scale. A very common one is referrals.
Referrals are a great source of customers. They tend to have very good lifetime value. They tend to be easy to sell, but the problem is that you can’t triple your referral budgets. You can’t add three more people to the referral team and get three times as many referrals. It doesn’t scale beyond a certain point.
Common (Hopefully) Standardized Processes
Here are some processes that hopefully should be standardized.
- Lead Generation
Are you doing SEO the same way every single time? Are doing cold calling or outbound cold outreach the same way every single time?
- Sales Meetings
When you hold a sales meeting, is every salesperson doing the sales meeting the exact same way every single time?
This can be either identical or following an identical process. Maybe they’re getting specific data from the customer to customize the sales representation, but the questions they’re asking should be standardized. When they ask the questions should be standardized, and what they do with the information should also be standardized.
- Product Demos
What’s the best way to do a product demo? If you get 10 people to do a product demo, I guarantee you one of them will have more of their audience convert into the next sales stage than others.
So, you figure out who’s the person doing demos the best and what they’re doing. How can you get everyone to do the exact same thing?
- Customer On-Boarding, Customer Upsells, and Customer Renewals
Every sort of step, particularly, goes to market because things are so measurable on the go-to-market side. Everything should ideally be done the exact same way regardless of who’s doing it. That’s the key message.
Partner channels could be added for scalability depending on how good the strategic fit is with the partner. If the strategic fit is really good, treat it much more like a salesforce. You could have a standardized process for this.
I have a couple of clients where they’re really good at big partnerships and getting hundreds of new customers through partners. What I mean by “good fit” is this: Do you help your partner make a lot of money?
Think about this… Let’s say your partner is SAP. They’re a big company that lands $10 million deals. Maybe they’re missing a feature or capability that they don’t have in-house. Their customers won’t sign a contract for $10 million unless they have a particular capability.
Your company may happen to provide that capability. For example, when you partner with SAP, you’re helping them solve a $10 million problem. Whatever you do (doesn’t matter what it is), you’re allowing that salesperson to get a commission check on a $10 million deal. That process can be very standardized.
If you’re pretty minor and make no difference to the partner, involving you in a deal jeopardizes the deal and doesn’t give them any benefit, there’s no actual value.
If the value isn’t big enough for there to be a draw from the partner, then the processes typically don’t matter much because there’s just no demand, or very little demand.
Being able to close a deal affects both the individual rep level and senior management level. If your head of sales missed their quota by $100 million because they’re missing this capability, and R&D says they’ll have this in three years, they’re going to push a lot harder because they need to meet the quota now.
I’ve seen partnerships over the last 30 years fail because, at the senior level, it makes sense to form that partnership. But then, nothing happens because there needs to be added value at the street level. It’s got to work for both for it to work well.
Process Maturity Level Scorecard (Score 0 – 6)
I have this process maturity scorecard that is a way to rate or grade how sophisticated or how advanced your processes are. Here’s how it works:
Think of a process, let’s say outbound cold calling.
Look at these six factors: consistency of results, person dependency, documentation, new employee training, skill level required, and decision-making.
- Consistency of Results
How consistent are your results when you have an outbound cold-calling team? If your process is pretty immature, it’s going to be a hit or miss. If your results are very consistent (every single last year does within a particular range), give yourself one point. That’s a mature process.
- Person Dependency
Next, is person dependency. Does getting results out of cold calling depend on who’s calling? If it’s you cold calling or you closing the deal, or you doing the demo, do you get better results than other people?
If the results depend on who’s doing it, that’s person dependent; that’s an immature process.
If it doesn’t matter who’s doing it, that’s person independent. If you go to McDonald’s, it doesn’t really matter who’s making the burger in the bag. The burger is the quality level that’s been promised. If you go to any Starbucks anywhere in the world and ask for a latte, you’re going to get a very consistent latte. It doesn’t matter who’s on shift that day.
If you’re more like McDonald’s and Starbucks in terms of your go-to-market SDR process, give yourself a point.
- Documentation
Step 3 is documentation. Every process that your company has should ideally have documentation. If it doesn’t, that’s an immature process because it means the “know how” or “how to do something” is in somebody’s head. Often, it’s the founder, particularly in small businesses.
If it’s fairly well documented, that’s a much more mature process, and give yourself a point.
- Employee training
Next, is employee training. What’s the new employee training model? Is it that you hire a new salesperson, and they follow you around until they figure it out? Do you run them through a curriculum? Do you do training tests and assessments before you allow them to talk to a customer?
If you have a set curriculum, give yourself a point.
- Skill Level Required
How much skill level does one need to do something in your company? In order to do an SDR outbound cold call, you have to know the product inside and out. You have to know the financial analysis around the product. You have to have been in the industry for 25 years at a bare minimum to have the conversation. The higher the skill level to do something, the more immature the process is.
The lower the skill level you have, the more mature the process. McDonald’s hires minimum wage workers and teenagers to flip burgers in the back. It doesn’t take a really high skill level to cook food at McDonald’s because they have a process in the system.
Again, if the skill level is a lower skill, give yourself a point.
- Decision-Making
If decisions are largely tied to one person, typically the founder, that’s an immature decision-making process. If the majority of decisions get made based on policies, decision-making guidelines, criteria, and checklists, that’s a much more mature process.
That means a lot more decisions can be made at scale much more easily. If that sounds like your organization, give yourself one point.
Most professional CEOs are in that 4- to 6-point range. Whatever processes you’re thinking about, if it’s run well by somebody who’s used to scale, they’re at the upper end of the scale.
Founders are probably in the 0- to 2-level at best.
This gives you some sense of process sophistication within your company and within your own skillset as well.
Case Study #2: Unicorns vs. Starbucks
I’ll give you an example. I’m based out of Seattle, so the big companies here are Microsoft, Amazon, and Starbucks. I came across this really interesting fact the other day that when a SaaS company has an enterprise valuation of about $1 billion (about $100 million in sales), that’s an incredible accomplishment.
That’s often referred to as a unicorn. So in the SaaS world, $100 million in revenue is amazing. If you can pull that off in a year, you’re like a hero, you’re on the cover of magazines, and there’s a good chance you’re probably a billionaire.
Interestingly enough, Starbucks generates $100 million on Tuesday. Every Tuesday, they generate $100 million in sales globally. In fact, they also do that every Wednesday. Literally every day of the year, they generate over $100 million every 24-hour period. It’s really boring. It’s like really routine. 400,000 employees all doing the exact same thing at the exact same place in the exact same level of quality across 60 to 100 countries (whatever they’re in these days).
They do the same thing every 24 hours. The reason that’s possible is because of the process maturity. To get 400,000 employees to make the latte the exact same way is pretty routine.
Engineering $100 million in sales every 24 hours is a lot of boring processes, but boring processes are the ones that scale and make you money.
Three Ways to Acquire Process Maturity
There are three ways you can get process maturity within your organization.
- Hire Leaders (with process expertise)
The number one thing is to hire leaders who have process expertise. I routinely get involved with my clients around hiring a CFO, a chief revenue officer, head of customer success, VP of marketing, CML, and those kinds of things.
One of the things I often look for when I’m helping my clients do this is, do they have process expertise? If you’re looking for a head of marketing, have they run a marketing team between 5 to 35 employees? Have they gone through all the headaches managing a more complex organization? Have they run a marketing team that’s within a company’s group between $5 million to $50 million? That’s your goal.
Have they gone through growing pains? As businesses get bigger, they get more complicated, and you offset complexity with processes. People who are used to a particular life stage of the company, they’ve oftentimes learned the skill set needed to have processes needed to manage that.
Managing two software developers vs. 200 is totally different.
- Outsource (rent someone else’s process)
For example, this could be outsourcing and taking your ability to do payroll. There’s a skill set needed to do payroll. There’s a skill set to do taxes. If you don’t have that expertise in-house, is it worth it to learn that, or should you outsource it to someone else?
For things that are not core to the business, outsourcing often is a good option. Related to outsourcing would be using advisors. These would be people who are bankers, consultants, or executive coaches (like myself).
Maybe you run an M&A transaction that you don’t want to have in-house because it’s expensive, but you need it at a specific point in time, you hire a banker or someone to help you do a capital raise or to acquire a company.
- Increase Maturity of Existing Processes
This one primarily focuses on increasing the maturity of existing processes within your internal resources and internal staff.
Really you should be doing all three. All the CEOs I work with who are successful are doing all three. They’re hiring people with better process expertise, outsourcing non-core processes, and improving the in-house processes.
Seven Steps to Improve Process Maturity
Here are seven steps to improve process maturity:
- Identify: The best performer
- Observe: What they do
- Document: Your observations
- Switch: Everyone to documented best practice
- Hire + Train: New employees to use new process
- Verify: Everyone is using the new process
- Experiment: To find better process
Then, you repeat the whole process all over again. It’s a pretty simple way to do this. It’s so much work in all the different areas of the company, but this is what management really is at certain sides of the business.
Discipline Execution
Discipline execution really is getting things done in an orderly way. Not chaotic, with consistent quality, quantity, and timing. It is making things very routine.
Making a really good latte at Starbucks every single time is discipline execution. Consistent quality, consistent quantity, consistent timing.
Here’s an example of that in terms of managing discipline execution. Looking at performance reviews or performance-related feedback, most founders never do performance reviews. They very rarely give feedback to their employees around improvement performance.
Professional CEOs will have typically weekly scorecards. Every employee in the company has a grade of how well they did that week. Everyone in the organization senior to that person should be able to look at that grade.
At Starbucks, there’s a rating system. Every barista is rated, and you can look at all 400,000 of them and know how well they’re doing.
Six Steps to Disciplined Execution for Every Role
Here are six steps to getting really disciplined execution in every role:
- Goals
- Measurement (versus Goals)
This is especially necessary and much easier to do in a go-to market.
- Accountability
This is where people begin to fall. If there is no goal, you can’t hold people accountable. If there is a goal, but you don’t measure their progress, then that doesn’t work either. If there is a goal and you measure their progress, but you don’t do anything differently if they miss the goal, you’re lacking accountability.
The first three steps, I think founders are extremely poor in. I will see founders who have one or two salespeople who’ve missed the quota for 28 months in a row. Why are they still here?
- Troubleshooting
Why is that person missing?
- Coaching
If there is something they’re not doing that they know they could do but they’re not, you coach them.
By the way, Starbucks has this whole process nailed down. If an employee isn’t working out, there’s a troubleshooting process as a part of a page in their manual on how to manage a Starbucks location. It’s a coaching process.
- Removing Poor Performers
If you can do this within software development, if you can do this within clients, if you can do this within sales, you can scale the organization and make it much different because every key role has a level of structure and discipline.
I find there’s a reason I think a lot of founders find this discipline execution very difficult. There’s an expression here in the U.S. called working for the “man.” That’s referring to working for a big company that’s really annoying. A lot of founders quit because they don’t like that environment and go start their own companies.
They find themselves in a very ironic situation, which is that the founders who are very successful and have a big company, they have to become that which they hated and ran away from. You have to have all this bureaucracy and structure and performance reviews to make a big company run. I think that’s one of the reasons founders typically shy away from that.
The top three skills you need to learn to become a CEO from a founder are 1) Data-driven decision-making; 2) Implementing standardized scale of processes; and 3) Making sure there’s discipline execution within the company.
Basically, I have what I call a free CEO skills quick start kit. It has the following: the list of the top five spreadsheets that you could be using, the process maturity scorecard, the checklist of doing discipline execution, and a one-page infographic for different ways you can scale enterprise value.
To get this free resource, go to SaaSCEO.com/vouris. Just fill out the form, and we’ll email you those resources so you can begin using them right away.
How to Get the Most Accurate Data Possible
Getting the most accurate data possible is probably the number one obstacle. Even if you want to do all this stuff, you have to set up your systems in a way that are consistent.
Here’s an example. I have a client who’s in the middle of trying to do this. They’re about seven or eight months in. They use Salesforce.com to manage their salesforce. They have a simple field in Salesforce called “industry.” About 10 years ago, it was a form field. You would type in financial services, banking, and insurance.
However, you can’t run reports off them. You can’t run an LTV/CAC ratio on insurance because everyone spelled insurance differently. Some abbreviated insurance by doing “ins” or “INS.” The data is inconsistent.
There is a process of getting data consistency, either going back and reentering every single record or switching to a drop-down box. Then, you can manually go back and recalculate and recategorize every single record into what’s now in the drop-down box.
If you use fewer systems rather than more, that certainly helps a lot. For many, financial data is in one system, product usage data is in another app, and sales data is in a Salesforce management system.
All of my clients will end up minimizing the market systems possible. The bigger ones will take all that data and really merge it into one database. That’s much easier for a larger organization.
But you can get by with just having consistency of fields that the customer ID should be the same across all systems. Things like that can help make the process easier.
A good way to think about this too, just a little heuristic for those of you out there, is if you think about any field that you have in a CRM, or anywhere you’re logging stuff you want to review or get information, figure out if you can create a pie graph of this later.
It doesn’t work for everything, but what I find is that if the things you’re going to want to see in a pie graph aren’t in a list where you just select the ones that make the most sense, it’ll never work in a pie graph because it’s just going to be a thousand little slices of the pie.
Most folks I work with end up having to use spreadsheets because there’s not a better, more elegant solution.
Also, I’ll add one tip I wish everyone did earlier in the business: Have one customer ID. This helps because Salesforce.com makes a customer ID to run. Your accounting system has a customer record too. Then, your SaaS app has a customer record in the database.
If you can get all of them to be the same, or at least every database has all the others so it’s consistent, then you can export data from all three systems, merge them together, and run reports.
When you don’t have that, “Victor Cheng” in one report is customer one, two, three, but it’s customer A624 in another. Then there are multiple customer numbers for me. Maybe I change my email address, and the whole thing becomes a complete mess.
Closing Thoughts
Being a CEO is a learnable skill, but it is a different skill than being a founder. I think my message here is to be aware of it and decide if you want to tackle that transition. You don’t have to.
You can always hire somebody to do that if you’re far enough along. If you’re going to tackle the transition, realize what you don’t know and start working on it at least a little bit. It gives you a bit of a blueprint of where to head.
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How to Scale and Grow a SaaS Business
