Tiago Matos

I met Henrique Cruz last year at SaaStock Local Lisbon 🇵🇹 What Rows.com did is truly incredible - their homepage is actually their product 🤯 Go visit Rows and try it yourself, it's the easiest way to test out their tool 👋 This has significantly improved their conversion rates and user activation 🚀 More takeaways from our conversation 👇 → How they tripled their sign-ups by skipping the usual homepage and getting users straight into the product → Why marketers and tech folks love using Rows to make their reports look awesome and shareable → How their freemium model helps people switch because they’re already using Excel or Google Sheets → How Rows’ viral features make it easy for users to share within and between teams, boosting user growth → Why rebranding to Rows and buying a premium domain was a smart move for brand awareness For anyone looking to stay ahead in the SaaS landscape or simply wanting to explore the future of spreadsheets, this episode is packed with actionable insights and intriguing stories 👏

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SaaStock Dublin is three days away. Considering an exit in 2024? At my talk, I'll be answering questions I get every day like: - What are current SaaS multiples? - What metrics matter most? - What do buyers *actually* care about? Don't have a ticket to SaaStock? I have a few extra - reach out and I'll hook you up 😎 #SaaStock #Dublin #founders

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New Framedrop.ai blog post straight from the oven by Filipe Pessoa. How you can monetize a podcast in 5 steps: 1. 𝗞𝗻𝗼𝘄 𝗪𝗵𝗲𝗻 𝘁𝗼 𝗠𝗼𝗻𝗲𝘁𝗶𝘇𝗲: Wait until you have an established audience base.     2. 𝗞𝗻𝗼𝘄 𝗬𝗼𝘂𝗿 𝗔𝘂𝗱𝗶𝗲𝗻𝗰𝗲: Understand their interests, pain points, and preferences.     3. 𝗖𝗼𝗻𝘀𝗶𝗱𝗲𝗿 𝗩𝗮𝗿𝗶𝗼𝘂𝘀 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀: Sponsorship, affiliate marketing, donations, premium content, merchandise, events, memberships, product sales.     4. Click to read the full article 🎣     5. Click again 😅 It includes 10 tried-and-tested ways 🤓

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:: WebSummit Lisbon 2024: Where Are the Hustler Founders? 🤓 This year’s WebSummit Lisbon was a hub of innovation, but as I navigated through pitches, panels, and endless startup booths, one thought kept coming to mind: where’s the grit? Startups are born from hustle—those scrappy, fearless founders who do first, figure it out on the fly, and adapt faster than anyone else. Yet, somewhere between the polished presentations and buzzwords, it felt like the raw energy of hustler founders was dimmed. 🤯 The Missing Hustle! Building a startup isn’t about having a perfect pitch deck or the trendiest AI solution—it’s about execution, persistence, and bold experimentation. At Web Summit, I missed: - Stories of Failure & Recovery: We need founders who own their mistakes and show how they pivoted in real-time. Failure isn’t a stigma; it’s a badge of honor for true hustlers. - Live Problem Solving: Panels are great, but imagine workshops where founders solve real business challenges on the spot, showing off their scrappy mindset. 🧠 Why Hustlers Matter! Hustler founders: - Move at Lightning Speed: They don’t wait for perfect conditions. They launch, learn, and improve. - Do More with Less: No budget? No problem. They turn constraints into creativity. - Inspire the Ecosystem: Their energy is contagious, and their stories remind us why startups are exciting in the first place. 🚀 What Could Improve! (cc Paddy Cosgrave) 1️⃣ Create a Hustler Arena A live stage for founders to pitch and adapt on the fly. Let’s see how they handle rapid-fire feedback and curveball questions—because that’s the real-world chaos they’ll face. 2️⃣ Spotlight the Scrappy Wins Recognize startups that didn’t raise millions but still created real impact. Shine a light on the doers, not just the dreamers. 3️⃣ Encourage Grit-Driven Networking Host founder meetups where the focus isn’t funding but trading hustle stories. Let the scrappiest ideas rise to the surface. Startups are built by those who do, not just those who pitch. WebSummit LLC has the power to bring hustler energy back into the spotlight. It’s time to celebrate founders who bootstrap, pivot, and grind their way to success. To all the hustlers out there: keep doing, learning, and evolving. The world doesn’t need perfect plans—it needs your relentless energy to make things happen. And don't forget, try https://dozero.vc (The Operating System for Startup Founders) #startups #startup #founders #founder #investors #dozero #bootstrap #pivot #hustler #websummit2024 #websummit #build #raise #investment #vc

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Here's my 2024 LinkedIn Rewind, by Coauthor.studio: 2024: The year JoGo proved that growth isn't just a buzzword - it's a strategic lifeline for Brazilian startups. Five years ago, we started with a simple mission: help founders escape the startup growth trap. Today, we're not just talking about growth - we're creating an ecosystem that transforms how early-stage companies scale. Three insights that defined our journey: 1. Growth is about pragmatism, not just PowerPoints Our work with clients like Electy proved this perfectly. They grew 10x in 6 months by focusing on what actually moves the needle. "Muita teste, não tem bala de prata" - our growth mantra. Translation for non-Portuguese speakers: There's no magic solution, only smart, relentless testing. 2. Not all growth strategies are created equal We consistently showed founders why corporate marketing playbooks fail for startups. Your early-stage company isn't a mini-corporation - it needs a totally different approach. 3. Expanding impact beyond consulting This year, I joined Latitud and Urca Angels, proving that supporting founders means more than just delivering presentations. It's about being an active participant in their ecosystem. Milestones that matter: • 200+ startup projects completed • Launched Growth as a Service model that's changing how founders think about scaling • Became an angel investor supporting the next wave of Brazilian innovation 2025 Preview: We're doubling down on helping founders navigate an increasingly complex landscape. Smart capital, pragmatic growth strategies, and zero BS. To every founder feeling stuck: Growth isn't about having all the answers. It's about asking the right questions and testing relentlessly. Vamos juntos! 💡🚀 #vaidarJoGo #GrowthaaS #StartupsBrasil #LinkedInRewind #2024wrapped -- Get your 2024 LinkedIn Rewind! Go to coauthor.studio

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Meet Pedro Moreira! A thriving entrepreneur one month away from claiming his first $50k systeme.io award! 🌟 After exploring numerous funnel platforms, Pedro discovered that systeme.io offered exactly what he needed Here's why he chose us👇 ✅ The funnel editor: Pedro found our funnel editor to be the most flexible he’s used. It’s easy to create various pop-ups and deeply customizable with the ability to add rows within rows, all without needing to code ✅ User experience after buying: Post-purchase, systeme.io keeps things straightforward and user-friendly. Users can easily manage contacts, permissions, product access, and more from a single tab This functionality significantly saves time and streamlines customer support efforts, making it invaluable for entrepreneurs who handle their own customer service ✅Effective email marketing: For Pedro, email marketing is crucial, and systeme.io has been a game changer. He found other platforms either overly complex or ineffective Systeme.io, however, simplifies the process, allowing him to efficiently manage his email campaigns without the hassle Thinking about how systeme.io can help your business too? Discover how our platform can transform your marketing and sales processes just as it did for Pedro Click the link below to see Pedro’s original post in the systeme.io group and discover exclusive strategies that hundreds of successful online business owners are using right now 👇 https://lnkd.in/dAXXiQnR

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Popular belief is that Silicon Valley is the only viable destination for startups looking to expand and tap into a larger market. However, I assert that Iberia (Spain and Portugal) offers significant untapped potential for startups aiming to dominate a larger slice of the global market. Here's why: Iberia forecasts a continued increase in passenger traffic between Europe and Latin America, creating a substantial demand for startups in the travel and logistics sectors. Furthermore, over 80% of funds raised by Spanish startups come from international investors, highlighting the strong global support and confidence in this region's startups. Startups in industries like big data, fintech, marketing, transport, travel, and housing have seen substantial success, indicating a robust ecosystem for innovation. So, instead of solely focusing on Silicon Valley, it's high time we also start looking at Iberia as a prime hub for startup expansion and growth. #IberiaStartups #GlobalMarket #StartupExpansion #IberianSales #Fintech #TravelStartups #Logistics #InnovationEcosystem #StartupGrowth #Iberia

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I met a founder in Lisbon that hacked the VC process. Instead of him filling a form with his company details (company, url, arr, amount raising) to apply for funding, He got me (and other investors) to fill in a form to apply to be his investors🤯 My 3 takeaways 👇 Best entrepreneurs are able to change the rules of the game to their advantages Fundraising is about generating demand, outbound doesn’t work (unless it is just to generate demand) Investors love exclusivity What do you think? — Send this to any friend fundraising📨

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Brex is one of my favorite fintechs. Ever wonder what their journey from $0 to over $300M in revenue within 7 years looked like? 2017-2018: The Birth of Brex • Henrique Dubugras and Pedro Franceschi, both 22-year-old Stanford dropouts, decided to flip the fintech world on its head by launching Brex, a corporate credit card tailored for startups. • With their co-CEO model (which has become popular), they doubled their management bandwidth. Internal & external duties? No problem when you have twice the number of CEOs to lead folks 2019-2020: Rapid growth • Brex quickly partnered with big names like DoorDash, Flexport, and Roblox. • In 2019, they secured $300 million in funding, catapulting their valuation to $2.6 billion. It’s amazing what you can achieve when you’re swimming in a pool of investor cash. 2021-2022: Diversification and challenges • Brex expanded its product suite to include expense management, bill pay, & travel booking services. If you’re going to burn through cash, you might as well make it convenient. • Despite their success, they faced some “minor” hiccups. Layoffs in 2022 were a delightful reminder that even fintech unicorns aren’t immune to cutting costs by cutting people. 2023: Strategic shifts • Transitioning to a single CEO model, Pedro took the helm while Henrique became chairman. Having two brains was slowing things down? • They continued to innovate, integrating AI into their platform. By the end of 2023, Brex hit over $300 million in revenue, proving that even with all the chaos, they were still making bank​. 2024: Path to profitability • With a goal of being cash-flow positive by 2025, Brex halved its cash burn by chopping 20% of its staff and focused on sustainable growth. Making money instead of burning it is always a sound strategy. • Serving 30K+ customers globally, Brex’s commitment to transparency & customer-centric solutions has kept them in the game. They’re not just participating – they’re rewriting the rules. Want to copy their homework? 1. Identify a significant pain point in an industry and create a solution that addresses it. Please don't start a business without doing this. 2. Utilize a strong co-founder dynamic to maximize efficiency & divide responsibilities effectively. Two heads are better than one, until they aren’t. 3. Secure early partnerships with influential companies to build credibility and a customer base. It’s always about who you know. 4. Listen to your customers. & Expand your product offerings to meet their evolving needs. 5. Maintain a strong focus on transparency & trust to build a loyal customer base. People surprisingly prefer not being lied to. 6. Strategically manage growth, and make tough decisions like layoffs when necessary to ensure long-term sustainability. 7. If you want to go public, be profitable. Did I miss anything?

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Your engineers are probably building a bad product, because they build what they think is best! Maybe that’s why many web3 products have so bad UX.. Founders are skin in the game, but there is an incentive problem with engineers. If they think they are doing great without ever being confronted to real world feedbacks, they don’t have any reason to do it any other way. Many ideas have died from poor product choices. And that is why product demo should be made by those who built it. There is no better feedback that the direct ones, and you should always aim to reduce friction between information and those who have to receive it. When we build a solution for our clients at Avicenne Studio, the product is presented by the engineers that are working on it. They own what they build, and the flow of ideas is very smooth and direct. So you should put the right amount of ownership on everyone.

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This is wild! Brazil's FinTech giant Nubank just posted another insane quarter. The growth & numbers #NU is showing are out of this world and make it one of the best-run technology companies globally 😳 Key facts & figures from #Nubank's 2Q 2024 earnings: 👥 105 million customers globally (+20.8M Year-over-Year) 🌍 It's now the largest digital banking platform outside of Asia 🇧🇷 It's now the 4th largest financial institution in Latin America 🇧🇷 56% of the adult population of Brazil now uses Nubank 💰 $25.2 billion worth of deposits (+64% YoY) 💸 $2.8 billion in revenues (+65% YoY) 🤑 $487 million in profit (+134% YoY) What's also wild is that their average customer is now using more than 4 products 😳 But here comes the crazy part. NU's customer acquisition costs is something we have not seen before. Due to customer-friendly, low-cost products, Nubank has a high NPS of around 90. Even a popular brand like Apple only has an NPS of 72, and banks are often in negative territory. That's why Nubank, to date, still acquires ~80% of its new customers cost-effectively through recommendations and word-of-mouth 😮‍💨 On top of that, despite serving more than 105 million customers, its monthly average cost per active customer remains at $0.9 🤯 This coupled with a stunning efficiency ratio of 32% (i.e. JPMorgan’s efficiency ratio is >55) makes Nubank not only one of the best digital banks globally. It's probably the best-run tech company on the planet right now. Phenomenal. P.S. check out 🔔linas.substack.com🔔, it's the only newsletter you need for all things when Finance meets Technology. For founders, builders, and leaders.

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Stripe advertises a 𝟮.𝟵% 𝗳𝗲𝗲 (+30c) - yeah, but AIPRM 𝗽𝗮𝘆𝘀 𝟱.𝟴% What's up with that? That 5.8% is the average on all sales processed, across all transactions globally. Yes, international, yes currency conversion fees... But it doesn't look like we get the benefit of (much cheaper) US transactions with an 𝗮𝘃𝗲𝗿𝗮𝗴𝗲 𝗼𝗳 𝟱.𝟴% 𝗬𝗲𝘀, 𝟱.𝟴% 𝗼𝗳 𝗮𝗹𝗹 𝗔𝗜𝗣𝗥𝗠 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗴𝗼𝗲𝘀 𝘁𝗼 𝗦𝘁𝗿𝗶𝗽𝗲. And that needs to improve.

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I run a private community of 882+ founders who do $13bn in GMV. Last month, I audited payment data from one of our $20M ARR members for Redux Payments. What I discovered made them stop everything they were doing. They were bleeding millions in revenue. And the scariest part? This same problem is killing growth at companies of every size, from $1M to $200M+ in ARR. Here are 7 things you NEED to know about failed payments: 1) The Scale of the Problem - In 2021, failed payments caused approximately $443 billion in annual losses globally [Source: Cardinal Commerce] - Up to 50% of all customer churn comes from payment failures - For most subscription businesses, failed payments amount to 10-15% of their annual recurring revenue (ARR) [Source: PYMNTS] 2) The Two Types of Payment Failures - Hard Failures: Permanently invalid cards, confirmed fraud, or closed accounts - these can't be recovered - Soft Failures: Temporary issues like insufficient funds, processing errors, or incorrect data - these can often be recovered with the right strategy 3) Why Traditional Recovery Methods Fall Short - Fixed retry schedules ignore individual transaction contexts - Batch processing treats all failed payments the same way - Over-retrying payments can trigger fraud flags - Generic approaches don't account for international payment differences - Many businesses rely too heavily on customer communications 4) The Hidden Costs Beyond Lost Revenue - Increased customer acquisition costs to replace lost subscribers - Higher payment processing fees from failed retry attempts - Damaged customer relationships and brand reputation - Lower transaction authorization rates from repeated failures - Operational inefficiencies from manual recovery attempts 5) Transaction Authorization Rate (TAR) Impact - Healthy businesses maintain 90-95% authorization rates - Low authorization rates lead to more declined transactions - Banks scrutinize merchants with poor authorization histories - Authorization rates affect both new and existing customer payments - Poor TAR can create a negative feedback loop 6) The Role of Data in Recovery - Each transaction contains over 100+ potential data points - Error codes alone don't tell the full story - Timing of retries significantly impacts success rates - Geographic and cultural factors affect payment behavior - Historical payment patterns provide valuable recovery insights 7) Modern Recovery Best Practices - Use machine learning to analyze individual transaction contexts - Implement dynamic retry timing based on failure reasons - Consider regional banking hours and payment customs - Focus on preventing failures before they occur - Prioritize seamless customer experience during recovery The companies that will thrive in the subscription economy are those that recognize payment recovery as a strategic imperative rather than a technical inconvenience.

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Another great report (as usual) by ChartMogul: “The New Normal For SaaS”: • “Acquiring new business is challenging” ⇒ The graphs illustrating the decline in growth for most SaaS companies are particularly brutal. We’ve shifted from a time when the median SaaS company grew its ARR by more than 70% year over year to less than 30%. • At the same time, “Achieving a 100%+ NRR is becoming more difficult across all ARR segments” ⇒ This means that businesses are not only purchasing less software, but they are also reducing usage of their existing stack. It’s a double whammy for SaaS founders: harder to attract new customers and more challenging to upsell existing ones. Beyond the pure numbers, here are a couple of personal comments related to early-stage founders: • The path to reaching $1M in ARR is becoming longer and more difficult. Not only is it harder to grow a SaaS business, but securing VC funding at that stage is also increasingly difficult. • Given this context, if you’re starting a SaaS in 2024, imo a crucial aspect is to choose a market or segment of customers that is still in the equipment phase. This means targeting prospects who are not already equipped with competitor software that you need to replace. Replacing existing software is incredibly challenging right now and can kill any momentum. • I also believe that it’s one of the factors that explains why some early-stage AI startups are experiencing rapid growth—they are often the first AI assistant software for many businesses. They do not need to replace an existing product. As usual with tough environments, this situation will potentially clean the space. So there's the chance that we see strong survivors emerge when the global environment improves (if it does one day 😅).

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This year we are restructuring our business model to include the operations for the projects we invest into. It's something that for many years I thought was not scalable or attractive for Venture Capitalists. As a startup founder, I believed that I should stick to the traditional route. But after struggling with this decision, I realized that it was the right way to do it. Not every business needs to be a "startup" and you don't need to call yourself a "founder" to have a great scale or have the business you dream of. Depending on your model venture capital has its advantages, but it also comes with a lot of negative pressure to grow your business and valuation fast or die trying. Most people founding startups are business owners, and that's completely fine. At the beginning, don't fear to do unscalable things, things that are hard to operate, or things where you cannot have crazy margins. Try to understand where you are really good at and that has real value for people, then figure out how to make money and scale from there. It's easier this way than the other, believe me, I have tried. The path is challenging, but it doesn't have to be depressing and ruin your life. At the beginning, I only heard things about how horribly I had to live to demonstrate that I was putting my 1000% into my business and that I was willing to make a harder effort than anyone else. From hearing that Elon Musk lived on a mattress in his office while growing PayPal to hearing all crazy stories of other founders. Nobody, and I mean nobody, can give it all to his business if his health, mental capacity, and emotional wellbeing are in shambles. Remember, success is not just about achieving your goals but also about enjoying the journey.

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The findings of this Sifted survey make VCs seem they're copying consultant memes when advising the portfolio: cut costs! improve revenue! = more profits! 🙈 💸 84% of respondents said they were under more pressure to prioritize profitability or revenue vs a year ago; 66% of respondents were told to cut costs. 🤝 Nearly 44% of respondents said that their relationship with their VCs has gotten worse in the last 12 months, while 27% said it had gotten much worse 👎 When asked how helpful VCs had been with things like GTM strategy, customer contacts, and marketing on a scale of 1 (least helpful) to 5 (most helpful), nearly 44% rated them a 1. Read more 👇 https://lnkd.in/eyRtBh4E

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Would a Nubank copy-paste work in Africa? Probably not (at least right now). "LATAM is similar to the US: credit-cards are understood, widespread. Credit cards as a product are supremely powerful. Users can seamlessly borrow and spend. It’s a gold mine for the issuer, and it’s (in part) what made Nubank so successful. A small survey estimated that 58% of Latin Americans have credit cards. In Nigeria, Africa’s most populous country, the figure stands at around 1.6%. Any African neobank play has to start with contextually-relevant products, like someone’s first proper bank account." Read the full Realistic Optimist piece by Hassan Bourgi, co-founder of Djamo here: https://lnkd.in/gSb4TNfB

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This guy created $150M SaaS empire in 6 years. Lempire makes $29M in ARR with $10M EBITDA. Here's the genius bootstrapping playbook used by Lempire. Some context: It all started when Guillaume Moubeche spotted a glaring flaw— their generic and ineffective sales outreach in 2018 while running a lead generation agency. He started the company with $1000. He bootstrapped after being rejected by several VCs. Today, lemlist has become a house of 5 SaaS products. Here are the 5 key growth steps from their strategy 👇 1️⃣ Standing out in the market. Lemlist offered dynamic, tailored outreach with personalisation with interesting gifs. Customers started loving them. This unique approach led to: • Response rates exceeding 50%—far above industry standards. • 17,550 paying users, driving $20M ARR by 2024 • Lemlist contributing 72% of total ARR before expanding to other products 2️⃣ Content Marketing With no funding, Guillaume turned content into a growth engine: • Built a personal brand reaching 20M people monthly on LinkedIn • Cultivated a loyal customer base that actively advocates for Lempire. • Generated 90% of revenue from actionable, educational content/blogs • They were also super active in Facebook groups, engaging a lot with users. 3️⃣ Narrow to Wide Expansion In 2021, the founders cashed out by selling roughly 20% of the stake. Also, sold Lempod (another SaaS product he started with Lemlist). This helped him to focus on scaling Lemlist. A year later, in 2022, Lempire acquired: - Taplio (LinkedIn growth) - Tweet Hunter (X engagement) This happened while building 2 other products: Lemwarm (warming emails) and Lemcal (booking meetings). All of this: • Diversified revenue streams and expanded its market appeal • Boosted Lempire’s valuation by broadening its product suite • Created an ecosystem of tools for modern sales & marketing professionals The core goal stayed the same → Help modern marketers and build trust among these users. 4️⃣ 6 Week Build Cycles Lempire adopted the Shape Up methodology for product development: 6-week build cycles → 2-week cooldowns → Repeat. The 6 week build helped them: • Roll out features faster • Improve efficiency with clear project scopes 5️⃣ Relentless Iteration Guillaume’s team prioritized continuous improvement to become a community favorite: • Revamped onboarding after user feedback & boosted activation rates by 400% • Reduced churn using heatmaps and funnel analysis Plus, they had mostly a product-led growth. Today have ~90 employees but only ~10% are in sales, which is insane. What do think about their success? Share your insights. Ps. It was great meeting Guillaume and hearing his insights at SaaStock 2024.

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The most important fundraising KPI: 1st pitch → 2nd meeting conversion rate Is yours low? (< 30-50%) Something is wrong. Here's how to diagnose your issue and fix it: There are two types of potential problems... 1️⃣ Investor targeting 2️⃣ Pitching 𝐈𝐍𝐕𝐄𝐒𝐓𝐎𝐑 𝐓𝐀𝐑𝐆𝐄𝐓𝐈𝐍𝐆: The most common issue is targeting the wrong investors. Usually you're reaching out to investors that focus on a different stage or industry. Do some research on the investors that didn't convert to a second meeting. The most important resource: their portfolio page. Ignore the "about" section, or their blog. That's mostly about marketing to potential investors in their fund. Instead, look at what they've actually invested in and the stage at which they invested (Pre-Seed, Seed, Series A, etc.) Remember: trust the portfolio, not the thesis. __ The other main issue is unclear outbound messaging. Investors think you do one thing (industry, business model, tech, etc.) but you actually do something else. I recommend sending your outbound email template to 5+ friends that don't know anything about your startup. Ask them: • What kinds of customers do you think we serve? • What benefits do you think we provide for them? • What product features do you think we have? • What technologies do you think we use? If more 20% of your friends answer these questions incorrectly, you need to write new outreach emails. 𝐏𝐈𝐓𝐂𝐇𝐈𝐍𝐆: The most common issue is just that your pitch is weak. Usually because you aren't telling a story. You're just sharing disconnected data. The best pitches are stories that foreshadow the only possible outcome: your startup's tremendous success. It feels inevitable. The easiest test to figure out if you're telling a story: try connecting the main idea of each of your slides with "but," "so" or one of their synonyms. If the natural link between slides is "and" or if you can move the order around, you don't have a story. Chronology matters in storytelling. Go back to the drawing board and try to write your inevitable success story. __ Maybe your overall pitch isn't weak. But VCs may still be spotting a red flag when you pitch. It turns them off right away. If you think this might be your issue, it's important to start asking questions. Most pitches have time for you to ask questions at the end. Here's my go-to to diagnose this issue: "What would you need to see in order to get excited about investing in <<STARTUP>>?" If they tell you a primary KPI that you need to improve, then you've probably identified the issue. The other possibility: They try to avoid giving you a specific answer. If they're evading your question, you NEED to dig in to get to the bottom of it. Your fundraising success may depend on it. —— Was this helpful? 👍 like and ♻️ repost it to help other founders!

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