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Devesh's avatar

The pattern that jumps out across all three — Intercom, Box, Amplitude — is that the founder personally re-engaged before the economics justified it. Eoghan moved 80% of R&D to Fin while it was a rounding error. Spencer ran two full reorgs in one year. Aaron carved out a startup-within-a-company for agents.

That's not strategy. That's conviction. And it's the part most companies get wrong. They wait for the data to tell them to go all-in. By then the window is closed.

The uncomfortable truth for most enterprise SaaS companies is that the "right" move looks insane from a quarterly earnings perspective. Killing $60M ARR to overhaul pricing? Moving your best engineers off revenue-generating products? These decisions only make sense if you believe the old business is already dead — you just haven't recognized the loss yet. Most boards won't approve that bet. Which is exactly why founder-led companies have a structural advantage in this transition.

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