The sales model is classically either low-touch (the product mostly sells itself, probably on a free trial, with assistance of the website, email, and judicious support / customer success work) or high-touch (a heavily human-driven process).
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Since the various sub-disciplines in a SaaS company get arbitrarily deep, you get interesting returns to specialization. Effectively none of them are taught to any useful degree in school. This causes networks to be very, very powerful in SaaS.
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Rather little of the technology of running SaaS businesses is written down. (Working on it!) A huge portion is bringing together a team of people who've done similar things before. This is one reason why Silicon Valley tends to race ahead with regards to funded SaaS.
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I live in Tokyo and love it here, but you could scour Tokyo high-and-low and probably not find someone who would give the 47th best SaaS lifecycle email writer in SF a run for their money. (That is a reasonable professional speciality to have given how useful it is.)
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And since the rate of skill growth is generally proportionate to the rate that the company hits new challenges at, the best thing you can do for yourself in SaaS is to work at a team where the functions supporting you work reasonably well. (That might be true of most work?)
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End of conversation
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Such great UX, and the amount of fights I’d have to have in most companies for the resources to do that customisation …
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