Thrivecast

In this episode, Doyle Albee [https://www.linkedin.com/in/doylealbee/], CEO of Comprise [https://comprise.agency/], shares how startups can leverage PR strategies to establish brand authority and credibility. Doyle explains why PR is no longer just about press releases and highlights the importance of tailored messaging to stand out in today’s crowded media landscape. Listen now on Apple [https://podcasts.apple.com/in/podcast/thrivecast/id1695515492], Spotify [https://open.spotify.com/show/7656U9FOP8DeYLH09Xg0yP], Castbox [https://castbox.fm/channel/ThriveCast-id5627613?country=gb], Google [https://podcasts.google.com/feed/aHR0cHM6Ly9hcGkuc3Vic3RhY2suY29tL2ZlZWQvcG9kY2FzdC8xNjYzNDczLnJzcw?sa=X&ved=0CAMQ4aUDahcKEwjAgdTQjsaDAxUAAAAAHQAAAAAQAQ] and YouTube [https://www.youtube.com/@ThriveStack/videos]. PR Today- What It Is and What It Isn’t PR has moved far beyond the era of simply drafting press releases and distributing them widely. Doyle explains that modern PR is about creating a cohesive narrative that reflects the identity of a business across all its communication channels. A press release might still be a tool in the toolbox, but it’s no longer the main strategy. Today, PR is about telling stories that resonate with the right audience, establishing trust, and positioning your brand as a credible authority in your space. Establishing Brand Authority Building brand authority is the cornerstone of effective PR, and Doyle emphasizes its importance for businesses of all sizes. Key takeaways: * Consistency builds trust: If your press release says one thing but your website or social media communicates another, it creates confusion and diminishes credibility. * Unified messaging matters: Every interaction, from media coverage to your online presence, should reinforce the same narrative about your brand. * Think beyond the press release: PR isn’t just about making announcements; it’s about positioning your company as an authority people trust. By aligning all communication channels, businesses can create a strong and credible brand image that resonates with their audience. Why PR Is Essential PR isn’t just about getting your name in the news; it’s about building trust and credibility with your audience. Doyle explained this with a simple yet powerful comparison: Advertising says, “I’m great.” PR gets others to say, “They’re great.” The real magic of PR lies in third-party validation. A journalist’s article or an industry feature carries far more weight than self-promotion. Doyle also emphasized: * A single news story can be leveraged for months—repurpose it for social media, email campaigns, and sales materials. * Small wins in niche outlets often lead to bigger opportunities, including features in mainstream publications. For businesses, PR is an investment in their long-term reputation and authority. Done right, it becomes a tool to turn external validation into lasting growth. PR for Startups Startups face unique challenges when it comes to PR, and Doyle highlights how to approach it strategically: * Start with Expertise * Instead of leading with announcements, startups should focus on showcasing their unique perspective on industry trends. Positioning yourself as an expert builds trust and opens the door to meaningful conversations. * Targeted, Not Widespread * Blasting press releases to hundreds of journalists often yields little impact. Doyle advises targeting a select few reporters in relevant industries who are likely to resonate with your message. * Small Budgets, Big Wins * Startups don’t need to spend heavily to get noticed. A well-placed story in a niche publication can have as much impact as broader coverage in mainstream outlets, especially when you’re trying to reach decision-makers. PR for startups isn’t about shouting the loudest—it’s about finding the right audience and starting the right conversations. Tailored Messaging One-size-fits-all doesn’t work anymore. Doyle explains how PR is most effective when it’s tailored to specific audiences and their unique interests. Think about it: a tech journalist covering AI will want different information than a business reporter focusing on startups. That’s why creating multiple versions of your message—each designed to resonate with its intended audience—is crucial. For example: * Tech journalists might care about the technical breakthroughs your product offers. * Business reporters are more interested in how it impacts the market or solves big problems. Tailored messaging allows startups to connect deeply with their audience, ensuring every piece of communication lands where it matters most. It’s not about saying more—it’s about saying the right thing, in the right way, to the right people. Comprise’s Approach to PR Doyle shared how Comprise has redefined PR with a process-driven approach that goes far beyond traditional methods. Here’s how they help businesses build credibility and scale communication: * Start Small, Think Big * For startups with limited budgets, Comprise focuses on impactful efforts like building a media list of key journalists and creating tailored pitches for industry-specific coverage. * Integrated Services * PR isn’t just press coverage; it’s aligning every communication channel. Comprise offers services ranging from SEO optimization and social media management to contributed articles and website development. * Authority Through Data * They leverage data and storytelling to position companies as thought leaders. For instance, turning raw data into bite-sized insights can make your story more appealing to journalists and audiences alike. * Longevity of Coverage * Coverage isn’t just about the initial hit; it’s about repurposing articles, quotes, and mentions across platforms to extend their impact. By combining strategic planning with creative execution, Comprise ensures that every business they work with gets PR that delivers measurable results. Conclusion PR isn’t just about publicity—it’s a strategy to build trust, credibility, and authority over time. As Doyle Albee shared, successful PR means moving beyond one-size-fits-all press releases to create tailored messages that resonate with specific audiences. For startups, it’s an opportunity to establish expertise and connect with key players in their industry. Through a thoughtful and integrated approach, PR becomes more than a tool—it’s an investment in your brand’s long-term reputation. Whether you’re just starting out or scaling up, Doyle’s insights are a reminder that impactful communication starts with the right story, shared in the right way, to the right audience. Key Timestamps: 00:00 Introduction to PR and Comprise 05:18 Establishing Brand Authority in PR 10:53 Leveraging PR for Startups 16:40 The Importance of Tailored Messaging 22:11 Comprise's Service Offerings 28:02 Conclusion and Key Takeaways Where to Find the Guest: LinkedIn: Doyle Albee [https://www.linkedin.com/in/doylealbee/]Email: doyle@comprise.agency [http://doyle@comprise.agency] Where to Find the Host: LinkedIn: Gururaj Pandurangi [https://www.linkedin.com/in/gururajp/] This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.hybridgtm.com [https://www.hybridgtm.com?utm_medium=podcast&utm_campaign=CTA_1]

RevOps (Revenue Operations) is more than just a buzzword—it's a critical function for companies looking to streamline their revenue-generating processes. In a recent ThriveStack webinar, Peter Wheeler [https://www.linkedin.com/in/peterledgrowth/] hosted an insightful discussion with James McKay [https://www.linkedin.com/in/james-mckay-ven/] (Founder, Venn [https://www.ven.studio/]), Matt Rocha [https://www.linkedin.com/in/matthew-t-rocha/] (Director of RevOps, B2B Catalyst [https://b2bcatalyst.com/]), and Gururaj Pandurangi [https://www.linkedin.com/in/gururajp/] (Founder, ThriveStack [https://www.thrivestack.ai/]). Together, they explored the evolving landscape of RevOps, its role in go-to-market (GTM) strategies, and how businesses are sailing over the shift from sales-led to product-led growth. What is RevOps? At its core, RevOps (Revenue Operations) unifies sales, marketing, and customer success into a single operational system. The discussion emphasized how RevOps helps companies shift from siloed operations to a more integrated approach, ensuring that every part of the revenue-generating engine is aligned. By consolidating responsibilities such as sales ops, marketing ops, and enablement into one framework, RevOps allows businesses to scale more efficiently while maintaining clarity and alignment across teams. It's clear that RevOps is no longer a luxury—it’s a crucial function for businesses seeking sustainable growth. RevOps in GTM Motions When it comes to executing go-to-market (GTM) strategies, RevOps serves as the backbone for aligning cross-functional teams. The discussion highlighted several key roles that RevOps plays in this alignment: * Unifying teams: RevOps ensures that sales, marketing, and customer success work in sync, breaking down silos and creating a seamless flow of information between departments. * Accountability across the board: By standardizing data, tools, and processes, RevOps provides transparency into each team’s performance, holding everyone accountable for their part in the GTM strategy. * Adapting to changing conditions: RevOps makes it easier for teams to pivot when market conditions shift, enabling quicker adjustments to strategy while maintaining focus on growth goals. * Efficient scaling: With RevOps managing the framework, businesses can scale operations more effectively, avoiding the inefficiencies that typically arise from disconnected teams and unclear processes. RevOps transforms GTM efforts from isolated initiatives into a cohesive strategy, ensuring that the entire customer journey is optimized for success. Shifting from Sales-Led to Product-Led Growth The shift from sales-led growth to product-led growth (PLG) has transformed how businesses approach revenue generation. Traditionally, sales teams would guide the customer journey from the first interaction to the deal closure. However, with PLG becoming more popular, this process is now being driven by the product itself, often without the need for a sales team in the early stages. Key points discussed include: * Customer-driven adoption: In PLG, users interact with the product directly, allowing them to experience its value firsthand. This shift places more emphasis on product quality and user experience. * Earlier RevOps involvement: Unlike the sales-led model, where RevOps typically comes in during the scaling phase, PLG requires RevOps to play a role much earlier. Data, analytics, and tools need to be aligned from the start to measure success and drive growth. * Blurring lines between teams: The distinction between sales, product, and marketing becomes less rigid as PLG encourages closer collaboration. RevOps acts as the glue, ensuring that teams work together effectively to support the product-led motion. The transition to PLG represents a major opportunity for businesses, and RevOps plays a key role in making this shift successful. Tools, Systems, and IT's Role in RevOps As companies grow, managing tools and systems becomes increasingly complex. RevOps often relies on multiple technologies, but there’s been a notable shift: more responsibility for these systems is now being taken over by IT departments. While IT can handle the maintenance and servicing of tools, it often comes at the expense of speed and flexibility. RevOps teams, who need to move quickly with experiments and short-term adjustments, sometimes find their agility reduced when IT controls these systems. Integrating multiple systems—like CRMs, marketing automation platforms, and customer success tools—is crucial. RevOps needs to ensure that these tools work together seamlessly, allowing data to flow freely between teams for better decision-making. The challenge for RevOps is finding the balance between technical expertise and operational needs. With IT managing tool ownership, RevOps must focus on optimizing these systems while ensuring they support broader business goals. Challenges and Recommendations for RevOps Implementation Implementing RevOps successfully comes with its own set of challenges, especially in rapidly scaling businesses. One key challenge is determining when to bring in RevOps—whether it’s from the start or during growth phases. A few key challenges identified were: * Overlapping roles: In many organizations, the boundaries between sales, marketing, and customer success blur, making it difficult for RevOps to clearly define its scope and priorities. * Data complexity: Managing and unifying data from different systems remains a significant obstacle. Without clear data pipelines, teams can struggle to make informed decisions, reducing the effectiveness of RevOps. * Stakeholder management: As RevOps spans multiple teams, managing expectations and priorities across different stakeholders requires strong leadership and communication skills. To overcome these challenges, the discussion emphasized the importance of starting with clear alignment on goals. RevOps should be positioned as a strategic partner rather than just a support function, ensuring that it plays a central role in driving both growth and efficiency. Conclusion RevOps is transforming how companies align their sales, marketing, and customer success teams to drive revenue growth. As the shift from sales-led to product-led growth becomes more prominent, RevOps is playing a critical role earlier in the process. Key takeaways include: * Unifying teams and processes for better efficiency and transparency. * Adapting quickly to market changes with the right tools and data. * Overcoming challenges like role overlap, data complexity, and stakeholder management with strong alignment and leadership. As RevOps continues to evolve, companies that invest in it early will be better positioned to scale efficiently. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.hybridgtm.com [https://www.hybridgtm.com?utm_medium=podcast&utm_campaign=CTA_1]

In a lively discussion, three voices in the SaaS world came together to talk about the future of product-led growth (PLG): Wes Bush [http://Product-Led Playbook, ft. Wes Bush], the bestselling author of Product-Led Growth and the creator of the PLG system [https://productled.com/system]; Vincent Young [https://www.linkedin.com/in/vincentjong/], VP at Dealfront [https://www.dealfront.com/] and author of Product-Led Sales [https://www.growthmachines.com/p/book]; and Peter Wheeler [https://www.linkedin.com/in/peterledgrowth/], a product growth expert. With Wes Bush preparing to release his new book- The Product-Led Playbook [https://productled.com/], the session explored the complexities and challenges that come with adopting a PLG approach. The conversation was a reality check for many—a closer look into why PLG isn't just a buzzword, but a strategic shift that comes with its own hurdles. The speakers tackled everything from onboarding pains and pricing transparency to navigating the fine line between product-led and sales-led approaches. If you’ve ever wondered why only a small percentage of PLG companies achieve significant self-serve revenue or why onboarding can make or break your product, you’ve come to the right podcast! Listen now on Apple [https://podcasts.apple.com/in/podcast/thrivecast/id1695515492], Spotify [https://open.spotify.com/show/7656U9FOP8DeYLH09Xg0yP], Castbox [https://castbox.fm/channel/ThriveCast-id5627613?country=gb], Google [https://podcasts.google.com/feed/aHR0cHM6Ly9hcGkuc3Vic3RhY2suY29tL2ZlZWQvcG9kY2FzdC8xNjYzNDczLnJzcw?sa=X&ved=0CAMQ4aUDahcKEwjAgdTQjsaDAxUAAAAAHQAAAAAQAQ] and YouTube [https://www.youtube.com/@ThriveStack/videos]. Understanding PLG Challenges Wes Bush brought an honest perspective to the session, highlighting the reality of implementing a product-led growth (PLG) strategy. Despite the buzz, PLG isn't an easy path. Wes noted that only around 5% of PLG companies break through to reach more than $10 million in self-serve revenue. The reason? It’s not a lack of demand. 97% of buyers want to try before they buy. But while the market clearly favors self-serve models, many SaaS builders struggle to deliver on this effectively. A key issue is distinguishing between the buyer and the user. Buyers seek to understand the product before purchasing, while users are the ones interacting with it daily. This distinction often leads to what Wes calls "cross-wiring trends," where the market clamors for self-serve, but the experience falls short for both buyers and users. Wes’s upcoming book explores these challenges—whether it’s onboarding, retaining users, or scaling effectively. For him, this is about more than a framework; it’s about pinpointing why so many PLG businesses struggle to balance market demand and product execution. The Importance of Onboarding Onboarding is often a make-or-break moment in a product-led growth (PLG) strategy. It starts right from the first brand interaction—be it an ad, landing page, or blog post. But onboarding isn't just an initial experience; it's a continuous journey where users are guided to understand and find value as more features are added. One striking point from the discussion was that most companies lose around 40-60% of users after their first experience. This shows how critical it is to make a strong first impression. The focus should be on guiding users quickly and effectively to ensure they stick around. The panel also discussed the differences between sales-led and product-led onboarding. In sales-led models, the process relies on manual guidance from a sales team. However, in PLG, the product must stand on its own—the user needs to intuitively find value without hand-holding. Pricing and Packaging in PLG Transparent pricing can be both an asset and a challenge for product-led growth (PLG). While clear pricing helps users quickly grasp a product's value, it can become tricky as monthly fees increase. How transparent should you be when prices rise to $1,000 or more? Is there a point where transparency stops being helpful? The discussion touched on the land and expand strategy—a core part of PLG. Users start with one use case, then gradually explore more features. This sounds simple, but planning for such expansions can be difficult. Pricing progression needs to feel natural, allowing users to upgrade without facing overwhelming costs. A crucial aspect of this is identifying value metrics—the elements that users value most, such as per contact or overall usage. When pricing aligns with these metrics, users are more likely to move from free to paid plans. Tiered pricing that scales with usage creates a smooth transition, making upgrades feel less like a jump and more like a natural progression. Ultimately, pricing and packaging aren’t just about numbers—they need to align seamlessly with how users experience and find value in your product. Sales vs. Product-led Dichotomy * Speed vs. Scalability: Sales-led approaches are faster to start. Direct conversations with potential customers help validate the product quickly. In contrast, PLG requires more upfront effort but offers better scalability, with the product driving growth instead of a growing sales team. * Manual Effort vs. Self-Serve Experience: In sales-led models, the process is often manual. Sales reps guide customers through the journey, making it easier to tailor experiences but harder to scale. PLG focuses on building a self-serve experience where users can discover and use the product independently. * Revenue Growth vs. Customer Learning: Sales-led models can secure revenue quickly by closing high-touch deals, which helps refine the product. However, product-led growth emphasizes continuous user learning and improving the product experience, making it easier to onboard and retain users over time. * Choose One or Blend Both?: For early-stage startups, starting with a sales-led approach helps identify target users and use cases quickly. As the product matures, PLG tactics can be layered on to facilitate scaling and lower customer acquisition costs (CAC). Building a Product-Led Organization: Key Elements * Clarify Your Strategy to WinThe importance of a clear strategy came up frequently. The focus isn't just on having a product but knowing exactly how to win in your space. For example, defining how your product stands out—whether it's through a self-serve model, transparent pricing, or superior onboarding—is essential. * Onboarding: More Than Just SignupsOnboarding was a major focus of the discussion, with a consensus that it begins the moment users interact with your brand. The aim is to guide users to value quickly and keep doing so as new features are added, making the process an ongoing journey. * Pricing and Packaging Aligned with ValueThe conversation highlighted the need for pricing that grows with the user. Instead of arbitrary jumps in cost, the pricing model should align with usage or value metrics, allowing a smooth transition as users find more value in your product. * Balance Sales-Led and Product-Led TacticsWhile PLG is the ultimate goal for many SaaS companies, there was an acknowledgement that a sales-led approach often helps gather feedback and understand the market early on. The transition to PLG should be strategic, leveraging sales-led insights to build scalable, user-friendly onboarding and pricing. * Iterate Based on User BehaviorIt was clear that PLG requires constant iteration. By tracking how users engage with the product, companies can refine the onboarding experience, adjust pricing, and improve overall value to drive growth. Key Timestamps * (00:00) - Introduction * (01:50) - Wes Bush’s PLG Journey * (03:45) - PLG Companies' Struggles * (08:00) - The Role of Onboarding * (10:14) - Sales-Led vs. Product-Led Growth * (20:40) - Pricing Transparency Debate * (22:22) - Land and Expand Strategy * (37:00) - Final Thoughts & Wes’s Book Conclusion PLG offers a promising path but comes with challenges. A strong strategy, smooth onboarding, and value-aligned pricing are crucial. Start with a sales-led approach to gather feedback, then scale effectively with PLG. Continuously improve by analyzing user behavior and refining the product experience. For more insights, check out Wes Bush’s new book- Amazon: The Product-Led Playbook [https://amzn.to/4exkSsm] This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.hybridgtm.com [https://www.hybridgtm.com?utm_medium=podcast&utm_campaign=CTA_1]

Balancing Product-Led Growth (PLG) with traditional sales efforts can be challenging but rewarding. With insights from Amplitude [https://amplitude.com/]’s Franciska Dethlefsen [https://www.linkedin.com/in/franciskadethlefsen/], the session explored how self-serve and sales motions can work together without compromise. Hosted by Gururaj Pandurangi [https://www.linkedin.com/in/gururajp/] and Peter Wheeler [https://www.linkedin.com/in/peterledgrowth/], the discussion highlighted Amplitude’s journey to integrate PLG and sales seamlessly, with collaboration and timing as key themes. Understanding Product-Led Sales (PLS) Without the Jargon Franciska Dethlefsen broke down Product-Led Sales (PLS) as the practice of driving sales through the product itself. She explained that it’s not just about getting users to sign up for a free trial—PLS aims to use the product experience to create qualified leads. Amplitude’s approach to PLS is simple: use the product as a channel to generate and qualify sales opportunities. For instance, they utilize product usage data to identify which users are ready for deeper engagement, whether that means a demo, a trial extension, or support with setup. As Peter Wheeler noted, the term “product-led sales” might be misleading—it’s more like "product-assisted sales." The product becomes a powerful tool to assist and enable the sales process, providing context to the sales team on when and how to approach a user. When and How to Reach Out to Users Timing is everything in user outreach. Early interventions—like contacting a user immediately after sign-up—can often miss the mark and make users feel pressured. The key is to qualify leads before intervening. Distinguish between high-potential enterprise users who may need early sales support, and smaller users who benefit from independent exploration. Focusing on product signals—such as usage patterns or specific actions—can guide when to engage effectively. It’s about offering value at the right moment, not hard-selling. By monitoring user behavior, outreach becomes more helpful and timely, aligning with user intent and readiness. Amplitude’s Path to Building a Balanced PLG and Sales Motion Amplitude’s transition to a balanced PLG and sales strategy involved a cultural shift. Moving from a primarily sales-led model to one that incorporates PLG required building collaboration between growth and sales teams. The change wasn’t just structural—it was about ensuring both teams saw the value in working together. Early on, the focus was on establishing trust. Instead of seeing the self-serve model as a threat to larger deals, the sales team recognized that product-led users often ended up being stronger leads. This alignment allowed them to reach out to users at the right time, with a clear understanding of user intent and needs. Additionally, managing concerns around cannibalization—where self-serve might seem to undercut traditional sales efforts—was crucial. By focusing sales efforts on larger accounts and leaving smaller users to a self-serve experience, Amplitude successfully integrated both motions, ensuring no missed opportunities and a more efficient approach to growth. Getting Users to Activate Themselves Activation plays a key role in any PLG strategy. At Amplitude, activation means users can set up and explore the product independently, without needing support. Steps to Improve Onboarding: * Expand Low-Code/No-Code Options: Amplitude made it easier for non-technical users to connect data sources like GA4 or HubSpot. * Reduce Friction for Quick Wins: The team focused on helping users reach their "aha" moment faster, simplifying setup to enable early value. * Offer Pre-Built Templates: Providing ready-made templates for dashboards and metrics let users gain quick insights, making the product feel immediately useful. These steps deepened user engagement and ensured a smooth self-activation process. How Growth Teams Scale User Activation Amplitude’s growth team focused on creating a seamless self-activation journey. Rather than relying on direct sales interactions, they leaned into scalable strategies: The team first experimented with onboarding flows, tweaking them to improve how quickly users could access and experience value. They knew that early wins were crucial, so they tested and refined how users were introduced to core features. To reduce barriers, Amplitude introduced low-code/no-code solutions. Users could connect their data sources—such as GA4 and HubSpot—without technical obstacles, accelerating their onboarding and activation process. Lastly, they built in product guidance, encouraging users to discover deeper features on their own. These prompts nudged users to explore and make use of more advanced functionalities, enhancing both engagement and long-term retention. By focusing on these steps, the growth team scaled activation effectively across a wide user base. Maximizing Value from Free Users Free users can significantly contribute to product growth, but they come with their own set of considerations. Here’s a look at the pros and cons of engaging and maintaining a free user base: Pros: * Brand Advocacy & Community Building: Free users often become brand advocates, spreading the word organically and bringing new users to the product. * Potential Pipeline for Conversions: While they may start as free users, many eventually convert to paid plans, especially when they see sustained value. * Product Feedback & Data: Free users provide valuable feedback and usage data, helping refine the product experience for everyone. Cons: * Costs of Maintaining Free Plans: Supporting free users requires resources, including infrastructure and support, which can be a significant investment without direct returns. * Lower Conversion Rates: Not all free users convert to paid plans, which can mean many may use resources without contributing to revenue. * Complexity in User Segmentation: It can be challenging to balance offering enough value to free users while differentiating the experience for paying customers. The net effect? The value of community-building and potential conversions often outweighs the downsides, but maintaining a free plan needs to be strategic and sustainable. Aligning Sales and Product for PLG Success Here’s a step-by-step guide to achieving alignment: * Build Transparency: Create open channels for sharing user data and insights between product and sales teams. This ensures both sides understand how users interact with the product and where opportunities lie. * Leverage Product Usage Data: Use data to qualify leads and identify high-potential accounts. Sales teams should have access to metrics like activation rates, feature adoption, and user behavior to approach leads at the right time. * Refine Team Roles: Adjust job descriptions to reflect a balance between PLG and sales motions. Roles should be flexible enough to support self-serve journeys while providing personalized touchpoints for qualified leads. * Build a Supportive Tech Stack: Implement tools that allow seamless access to user data and collaboration between teams. The right infrastructure helps both product and sales work toward common goals and track the impact of their efforts. * Create Mutual Wins: Highlight successes where product-led growth translates into sales opportunities. Celebrating these wins builds trust between teams and encourages continued collaboration. Additionally, focus on setting shared targets that encourage both teams to work toward common outcomes. Aligning key performance indicators (KPIs) ensures that sales and product teams share accountability for growth, fostering a unified approach to achieving PLG goals. Final Thought “It’s a much better sales conversation when you talk to an activated user in an activated account that loves the product. Different types of sales conversations—they go quicker, and you don’t need to demo. It’s a whole different sales motion.” – Franciska Dethlefsen This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.hybridgtm.com [https://www.hybridgtm.com?utm_medium=podcast&utm_campaign=CTA_1]

Today, we’re exploring what makes startup communities powerful engines for early-stage founders. In our recent webinar, Aviel Ginzburg [https://www.linkedin.com/in/avielginzburg/]—an experienced founder and investor—shared his thoughts on building strong, supportive ecosystems. Aviel has journeyed from software engineer to VC, offering insights on what makes a startup community thrive: connections, mentorship, and the spark of serendipity that can change everything. Setting the Scene: Startup Communities and Serendipity Startup journeys are rarely linear. And, as Aviel Ginzburg pointed out, it’s often serendipity—those unplanned encounters and unexpected opportunities—that shapes an entrepreneur's path. However, not all communities foster these kinds of moments equally. Places like Silicon Valley have perfected the art of the "chance meeting," with daily meetups, networking events, and collaborative workspaces. Seattle, on the other hand, faces unique challenges. Despite being home to significant tech talent, it often lacks the spontaneous interactions that drive connection and growth. For Aviel, his experience moving from New York to Seattle was eye-opening. Unlike the Bay Area, where networking is as natural as breathing, building a meaningful community in Seattle took intentional effort and the willingness to reach out. It meant going beyond comfort zones, showing up at events, and, most importantly, understanding that every conversation could open new doors. The Gaps in the Seattle Ecosystem: A Quick Breakdown What’s missing in Seattle's startup scene? It’s not talent—Seattle is packed with some of the best tech minds in the world. The challenge lies in connection and culture. Here's how Aviel breaks it down: * Talent, but Not Enough Founders: Seattle attracts tech talent primarily for big players like Amazon and Microsoft. Many individuals come for the stability of working on established products, but fewer are motivated to take the leap into creating new categories or founding startups. * Risk-Averse Culture: Historically, Seattle has roots in Nordic culture, which brings a certain level of conservatism. The result? An environment where taking big leaps into the unknown, such as starting a company, feels less natural compared to more risk-tolerant cultures. * Fragmented Connections: Unlike San Francisco, where chance meetings and startup events happen daily, Seattle’s community is more spread out. The startup ecosystem has been siloed, making it harder for emerging founders to connect with potential mentors, investors, or even co-founders. Takeaway: Building a community that facilitates serendipitous connections is crucial for startup growth. It’s not about forcing a culture change but creating more spaces and opportunities for people to connect organically. The Anatomy of a Thriving Startup Community According to Aviel, building a successful startup community means having the right mix of people playing specific roles. Here’s what it takes: * Givers & Takers: A strong community needs active contributors who are willing to share their time, advice, and support (the "givers") and founders eager to learn and implement (the "takers"). The key is balance—no pure takers, as it drains the community's energy. * Enablers: This includes investors who do more than just write checks—they open doors, provide resources, and act as connectors to drive growth. Aviel prefers the term “enablers” over “investors” because it encompasses the broader role they play in a startup’s journey. * Connectors: These individuals or spaces bring people together. Connectors could be events, co-working spaces, or even online communities where founders, mentors, and enablers converge to share experiences and spark opportunities. * Active Participation: Observers, or “tourists,” can be counterproductive to a community. They attend events without contributing, potentially sapping energy and engagement from those who are actively building and giving back. Core belief: A thriving community is an energy engine, where everyone is contributing, learning, and evolving together. Each role is vital, and it’s the interplay of these dynamics that sustains growth and connection. Accelerators, Incubators, and Studios: What’s right for you? Accelerators: Speeding Up the JourneyFor startups that have a defined idea and are ready to push forward, accelerators are the fast lane. They provide mentorship, funding, and a network to help startups move quickly to validate or pivot their ideas. Time is of the essence, and accelerators give founders the urgency and resources to find success—or learn from failure—faster. Incubators: Nurturing Ideas from Seed to GrowthIf you’re in the early, conceptual phase, incubators act like greenhouses. They provide an environment to explore, test, and nurture ideas before they’re ready to become full-fledged startups. The incubator's role is to provide foundational support, helping ideas evolve through mentorship and collaboration. Studios: Co-Pilots in BuildingA startup studio operates differently—it’s where experienced builders team up with founders to create companies. Studios often start with validated ideas and provide both hands-on support and resources to help founders build and scale quickly. They are an excellent fit for second-time founders or those who want to leverage existing expertise. The Common Thread: Saving TimeEach of these support structures focuses on the same crucial goal: saving time. By providing mentorship, access to networks, and the right environment to grow, they allow founders to either speed up their path to market or pivot more effectively when needed. A New Approach to Building Community Imagine a community where founders, operators, and experienced entrepreneurs share the same space, creating connections that fuel growth. That’s the vision Aviel Ginzburg has for Foundations in Seattle—a space designed to unite people at every stage of their startup journey. * Early-Stage Founders: Those who have just left their corporate jobs or are fresh out of startup accelerators. They’re building from the ground up, seeking camaraderie, and feeding off each other’s energy. * Operators at Series A to C Companies: Entrepreneurs who are scaling their businesses, looking to step away from their daily operations to gain fresh perspectives and connect with others on a similar path. * Successful Exits & Seasoned Entrepreneurs: Founders who’ve been through the journey and are ready to give back, investing their time, energy, and insights to help the next generation succeed. A Space for SerendipityFoundations isn’t about rigid programs or structured mentorship—it’s about shared space, organic conversations, and creating those “magic moments” when people come together. The goal is to provide a physical place where rhythms meet: founders bouncing ideas off seasoned entrepreneurs, connections forming naturally, and a sense of community that energizes and supports its members. Although Foundations is set to officially launch at the end of the month, it’s already bringing together some of the brightest minds in the Seattle startup scene. Aviel’s belief is simple: if you bring the right people together, magic happens. Challenges and Opportunities In any startup community, there’s always a balancing act between challenges and opportunities. Here’s how Aviel describes the current dynamics of the Seattle scene: Challenge: a. Finding the Right Giver-Taker Balance For a thriving startup community, the right balance of contributors (givers) and learners (takers) is crucial. Aviel emphasizes that Seattle faces a shortage of active “givers”—people who not only have the experience but are willing to actively mentor, connect, and invest in others. Without this balance, communities struggle to sustain the flow of knowledge, support, and growth. b. Siloed Efforts and Disconnected Events Seattle is full of startup events, investor meetups, and individual programs, yet many of these operate in silos. This fragmentation makes it hard for founders to know where to turn for support and mentorship. Unlike a unified community that connects founders with the right resources, Seattle’s ecosystem can feel like scattered islands of opportunity. Opportunity: A Unified, Connected Ecosystem! Despite the challenges, the potential for growth is immense. Aviel’s vision for Foundations aims to be that unifying force, breaking down barriers between siloed events and creating a more cohesive, collaborative network. By bringing people together—whether they’re fresh founders, investors, or experienced entrepreneurs—the hope is to create a startup community that fosters serendipity and builds stronger connections. Takeaway: It’s a journey, but with intentional efforts to connect, support, and mentor, the Seattle startup ecosystem can evolve into a thriving, unified community that supports every founder’s journey. Final Thoughts A startup's journey is never a solo endeavor—it’s the people, connections, and shared experiences that shape its path. Whether you’re a founder looking for guidance, an investor ready to support the next generation, or an entrepreneur who’s been through the journey before—there’s always room to contribute to a stronger, more vibrant startup ecosystem. And who knows? The next conversation you have could be the one that opens up a world of possibilities. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.hybridgtm.com [https://www.hybridgtm.com?utm_medium=podcast&utm_campaign=CTA_1]