SaaS Startup Founders: Are you talking to the right audience?


I have a confession to make. I am a developer, not a marketer, and in the nearly 4 years that I have been running my startup HR Partner, I have made a ton of mistakes in my ‘go to market’ strategy, and I hope to share a couple of them here with you.

I always naively thought that the coding of my SaaS product would be the hard part, and that the selling part would happen naturally and effortlessly. How wrong I was. In today’s noisy world, with a ton of competitive offerings, getting heard is nearly impossible, and finding people who will like, and more importantly, pay for your offering is painfully difficult.

Probably the biggest mistake we’ve made with our marketing was simply talking and selling to the wrong people. We never really stopped to look at who would be using our product but instead went for the scattergun approach to throw everything at the wall and see what would stick. Let me give you a brief history of what we did.

When I first built HR Partner back around 2016, I decided to release our Beta version to the world via a fanfare splash on the very popular ProductHunt website. It seemed to work, and we actually got hundreds of sign ups out of this one source. “Great!”, I thought - success and endless bags of cash shall now rain down on me.

Wrong. Pretty much 0% of those early signups stuck around. You see, ProductHunt is comprised mainly of programmers, designers and other small startup founders. They are very interested in tech, but have little or no interest in setting up HR policies and procedures, or managing a large team. They signed up purely out of interest sake, but had no reason to actually implement our system at their workplace.

Nevertheless, we doubled down on our failure to learn, and I embarked on a campaign of listing my HR system on various Beta announcement sites such as BetaList. Same results. A flurry of sign ups by curious people, but very little stickiness.

Of course, this spike in signups both times was great for my ego, but I couldn’t see that this was just a vanity metric that did nothing to help us get any real traction.

Next, we went completely broad based, by spending a ton of money on Google Ads. We even worked with a Google consultant to get our keywords and campaign ‘just so’. But while we saw a massive increase in traffic to our website, it didn’t result in many trial signups, and in fact, we got a TON of calls and emails from various employees asking us HR policy and payroll legislation questions! We quickly pulled the plug on this avenue.

At this point, and for the first time in over 6 months of trying, I actually sat down to think about where I was going wrong. It was pretty obvious actually. ProductHunt and BetaList are great sites, but really, they are ideally suited if you have early stage products that are geared to the programmers or designers of this world. Business owners are not renown for adopting concept stage or beta stage software - they want something proven and reliable. Coders and creative people however, are different and can’t wait to try the next shiny thing! We were talking to totally the wrong people.

So I began to think. Who would need HR systems? Well, the obvious answer is “HR Managers”, duh!

Thus began our next marketing push - cold outreach to anyone with the title “HR Manager” on LinkedIn. Initial observations were a mixed bag. We were having some great conversations with a lot of HR Managers on that platform, but very few would actually take the next step and sign up for a trial of HR Partner. It turns out that while these were the right people to talk to, they already had established systems they were happy with, and were not looking to buy.

We were getting closer - the right people, just in the wrong place & time. So how do we get them at the right time? Well, we’ve recently put some marketing effort on business software directories, such as Capterra or G2 Crowd. These are vast directories of SaaS offering that people can go to when, you guessed it, they are evaluating business software that they are thinking of buying.

Now we were getting somewhere. By promoting our offering on these platforms, we started to see a steady uptick of trial sign ups, and more importantly, paying customers.

This is all good news, but there is still so much more learning to be done here. For instance, we are finding that while it is the HR or Operations Managers we are mainly talking to, the actual buying decision is usually made by a different person in the chain.

HR Managers are coming to us with a specific set of problems - for example they may be drowning in paperwork or having trouble keeping employee qualifications and training up to date. Whereas the business owner may have a different set of issues they want solved, such as high turnover, or the high cost of recruiting new employees.

This means that we needed to address both areas. When talking to the HR Manager, we would focus on the problems they were experiencing, but when the decision went back up the line to the person who would sign off on the new software, we had to start from scratch and provide solutions for a whole different set of problems. We essentially had to sell our system twice, to practically two different audiences.

Did I say two? We actually discovered that we had a third audience that we had to sell to. These were the actual employees themselves within the organisations who bought HR Partner. Any great HR software is just going to languish if the employees don’t feel comfortable using it. All that the employees wanted to know was - how do I find out how many days leave I have available? How can I request some time off expediently? How can I find the contact email of another employee in a remote office? etc. A totally different set of problems and expectations than the other two audiences we had been dealing with!

Thus we refined our sales and marketing processes to deal with these three distinct audiences that our product had. Sure it is a lot harder to do, and is time consuming, but it has resulted in a far more effective and predictable process now - just by understanding who our audience was, and in our case, who our multiple audiences were that we had to talk to, understand, and solve problems for.

We are still learning and improving, and I am interested in hearing more from other startup founders and business owners out there. How did you find your real audience?

This article was originally written for the Catalysr Blog. I was a member of the Catalysr C18 cohort for migrapreneurs, an experience which was awesome and extremely beneficial to me and my startup. Find out more about them at

The increasing third party costs of running a SaaS business

Photo by  Émile Perron  on  Unsplash

There is no doubt that in recent time, the barrier to entry to building your own SaaS (software as a service) product has been lowered to the extent that almost anyone can jump in and build a solution to solve a problem.

However, an immediate after effect of this surge in SaaS offerings out there means that your average customer is completely spoilt for choice, and differentiating your offering from those of your competitors has become the problem du jour.

How to work on the ‘edge cases’ that can make or break your startup? It means you have to focus on things like customer retention and strategies/tools that can record massive amounts of data about how your customers come to you, and then what they do once they start poking around your system. This myriad of metrics and information usually means that you need to invest in a host of third party tools in order to get these capabilities into your own app.

Now, I am a believer in the old adage of “don’t build it yourself if you can buy it off someone has who has already done the hard work”. Our friends over at Baremetrics have already done the homework and designed a tool that will tell you whether it is more economical to build a solution you need in house, or pay a third party provider for it.

But over time, while talking to several marketing experts about how we could improve growth in my own SaaS product by increasing user retention and satisfaction, I kept hearing that we needed to provide things like:

  • Detailed user onboarding workflow

  • Screen recording to track behaviour and movement through your app

  • Knowledgebase of help articles

  • Video based training via an online academy

  • Automation tools for importing/exporting and linking data

  • In app chat for instant support response

  • CRM (customer relationship management) tool for drip email campaigns and “central point of truth” for all your customer data

  • Mailing list management software

  • Blog site with relevant articles plus hints and tips for your customers

  • Analytics and data warehousing tools

This is of course on top of a bunch of other tools that you need in order to build and host your offering in the first place, such as:

  • Hosting with AWS/Google Cloud/Azure etc.

  • Landing pages for marketing campaigns

  • Prototyping tools

  • Bug tracking and CI (continuous integration) & build tools

  • Source code repository hosting

  • Security infrastructure

  • NPS (net promoter score) measurement tools

  • Billing management systems

  • Financial accounting/payroll systems

and much more.

We recently did an audit of the cost of third party tools that we use here at my own SaaS business, and we worked out that all of our monthly tools that we used to track the above was around the $3000 per month mark (and that is with about half of our tools on free or discounted plans!). Now, given that our base pricing for our SaaS is $100 per month, it means that 30 of our customers are basically there just to pay for our third party toolset. None of those 30 customer’s revenue can go towards paying for general marketing costs, or to pay wages for our team.

Because we are still a fairly small and growing company, 30 customers is quite a sizeable percentage of our total base. I know what you are thinking - “Meh, that won’t be a problem once you have a million customers!”, but then it still will, because a lot of these third party tools pricing are based on the size of your customer base, so our hosting and support tool costs will increase linearly along with the size of our customer base at a constant rate.

To this end, I am now revisiting the idea of swapping a lot of these third party tools back ‘in house’ again. For instance, we recently explored a variety of customer onboarding tools, but given the fact that most of these tools run to around $200/month on their basic plan (that’s another 2 customers we have to find and keep just to pay for that tool), we decided to go back to writing our own onboarding sequences for new customers.

Sure this took some time to do, but at the end of the day, we could incorporate steps into our onboarding that third party tools could not hope to replicate - for example, studies have shown that the sooner you can make the customer feel that they “own” your tool, the better the chances they will stick around and explore. So, the second step of our onboarding process encourages the customer to upload their company logo to their trial company. This way, they see their company logo and name at the top of every app screen they visit during their exploration. We have seen trials to paid subscription conversions improve as a result of just this one change alone!

One of our ‘self rolled’ onboarding screens within our app.

One of our ‘self rolled’ onboarding screens within our app.

Same with our billing system backend. At a recent conference I attended, I was bombarded by third party payment processing handlers who promised they could handle things like bounced payments and expired credit cards for us - all for a monthly fee plus percentage commissions.

I am sure they were great and all, but I ended up writing our own Dunning routines and processes for handling expired cards all within our own codebase, which gives us far better flexibility as to how we can handle them.

The other thing I have been exploring is the consolidating of multiple services all into one. We recently signed up for HubSpot’s sales and marketing toolchest, and it appears that we can now stop subscribing to about 5 other vendors (in app support chat, support knowledgebase, newsletter manager, drip campaign system, landing page hosting) and do it all within the one system. HubSpot isn’t cheap, but we can reduce our monthly third party service bill by around $1000/month, so that certainly helps to offset the cost, especially while we are on their ‘startup’ plan initiative.

While we are talking about startup initiatives, I do love that a lot of companies out there provide deeply discounted pricing plans for new SaaS businesses, I am a little perturbed that most companies (such as Amazon) only provide them to funded companies. In my view, a company who has just received millions in funding can certainly afford to pay for Amazon assets to host their MVP, whereas a bootstrapped startup that is running on the smell of an oily rag could certainly do with a discounted (or free) temporary offering so there is no negative impact on their cashflow while they are building their customer base.

Most of these startup initiatives also expire after a specific timeframe (e.g. after one year). That also seems a little strange, as some startups can boast a meteoric rise within a few short weeks, whereas others may take years to break profitability. Far better to peg the discounts or free tiers to measurable metrics such as number of paying customers, or monthly revenue, in my opinion.

I am thinking that as the ancillary costs of running and promoting a SaaS business continues to rise as it is now, we will see more and more startups going back ‘in house’ for their analytics, onboarding and support tools, and we will see a consolidation (and pricing reduction) in the number of third party offerings.

What are your thoughts? Does it make it more cost effective to move some of these functions back ‘in house’ again for your startup?