Thoughts on software, AI, and company building, with occasional sneak peeks at P9’s kitchen table.

Summary (80–120 words): The post argues that traditional M&A/private equity due diligence—built by hourly advisors for risk discovery and post-merger integration—is misaligned with seed-stage venture capital. Since early-stage value hinges on product, market potential, and team, Point Nine conducts commercial assessment before the term sheet and restricts post–term sheet legal DD to “red flags” and structural risks that could jeopardize the business (e.g., IP ownership). Non-critical issues can be allocated via representations, warranties, or indemnities rather than exhaustive pre-closing checks. Practical guidance includes organized cloud data rooms, systematic PDF filing (including binding emails), early scoping and prioritization of requests, tracking Q&A, and “new” folders. Follow-on rounds typically require no extra DD. Search Terms & Synonyms (10–20 total): venture capital due diligence, seed stage due diligence, startup legal due diligence, VC commercial diligence, product-market fit evaluation, IP ownership and assignment, representations and warranties, indemnity clauses, red flag diligence, data room best practices, fundraising document checklist, cap table review, SaaS seed financing diligence, PE vs VC due diligence, term sheet process, post-merger integration relevance, startup legal housekeeping, investor due diligence checklist, early-stage investment process, founder due diligence preparation

Summary (80–120 words): The post outlines how to make a fundraising deck defensible by improving numerical rigor and clarity. Build a bottom-up TAM using countable units times ARPA; for marketplaces, separate GMV from take rate and distinguish software vs services spend. Substantiate all estimates with sources and methods; detail how CAC and LTV are calculated and apply stronger evidence to stronger claims. Define ambiguous metrics and time windows (e.g., repeat rate; churn as logo vs dollar, gross vs net). Avoid misleading visuals: don’t compress axes, cut y-axes, or rely on cumulative charts to mask trends. Show relevant segments, omit pre-pivot data if irrelevant, and be ready to share raw numbers. Search Terms & Synonyms (10–20 total): fundraising deck, pitch deck, investor presentation, bottom-up TAM, Total Addressable Market, market sizing, GMV, take rate, rake, marketplace monetization, ARPA, CAC to LTV ratio, customer lifetime value, churn rate, net revenue retention, MRR, ARR, non-GAAP metrics, data visualization, axis manipulation

Summary (80–120 words): Louis Coppey (Point Nine Capital) introduces a slide presentation delivered at SaaStr Europa (Paris) that analyzes the French SaaS landscape. Building on Clément’s “French Cloudscape” mapping of 300 French SaaS companies, the talk covers two angles: how the ecosystem has evolved over the past two years and the significance of SaaS within the broader French tech scene; and the winning strategies of emerging French SaaS leaders. The presentation highlights concrete company examples and synthesizes patterns in go-to-market and scaling approaches. The post primarily serves as a pointer to the slides and related write-ups (in French and English) with the underlying research and statistics. Search Terms & Synonyms (10–20 total): French SaaS ecosystem, SaaStr Europa Paris, Point Nine Cloudscape, French Cloudscape, France B2B SaaS, French cloud software companies, European SaaS landscape, SaaS France market mapping, French startup ecosystem SaaS, SaaS go-to-market France, emerging SaaS leaders France, SaaS strategy France, product-led growth (PLG) France, sales-led SaaS France, SaaS internationalization France, SaaS pricing strategy France, French SaaS benchmarks, Paris SaaS conference, Point Nine Capital SaaS, 300 French SaaS companies

Summary (80–120 words): Point Nine’s update to the French Cloudscape maps 300+ French SaaS companies and highlights five ecosystem trends. Funding escalated sharply: the top-20 entry bar rose from $14M (2016) to $37M (2018), and median total raised grew from $2.5M to $7M, with new leaders such as Algolia, Front, Klaxoon, ContentSquare, and Doctolib. Drivers include proven SaaS playbooks, faster internationalization via YC/Techstars, and abundant local and global capital. Bootstrapping is more common due to clearer go-to-market paths and founders prioritizing control over hypergrowth. Exits lag (besides Talend’s IPO) amid weak local M&A; larger outcomes are expected later and largely outside France. Regional hubs grew, but Paris remains dominant. SaaS-enabled marketplaces are rising across verticals. Search Terms & Synonyms (10–20 total): French SaaS landscape, France cloudscape, Point Nine French SaaS map, B2B SaaS France, SaaS fundraising trends France, French startup financing, Bootstrapped SaaS France, Self-financed SaaS, Go to market strategy France, French tech exits and M&A, Talend IPO, SaaS enabled marketplaces, Vertical SaaS France, Paris SaaS ecosystem, Regional SaaS hubs France, YC and Techstars France, US expansion for French SaaS, Venture capital in France SaaS, Algolia, Doctolib

Summary (80–120 words): The post defines non-fungible tokens as unique ERC‑721 assets contrasted with fungible ERC‑20/Bitcoin, traces precursors (colored coins, Counterparty), and uses CryptoKitties as a catalyst example (sales up to $300k; Ethereum congestion; activity cooled post-2017). It argues NFT use cases extend beyond games to asset tokenization (security tokens), certificates/licenses, and on-chain identity/reputation. It maps the ecosystem into four buckets—publishers, marketplaces, infrastructure, resources—with examples: CryptoKitties, Decentraland, SuperRare; OpenSea, OPSkins, OpenBazaar; Ethereum, 0xcert, WAX, MetaMask, ZeppelinOS; DappRadar, NonFungible, State of the DApps. It notes early scale (“all cats” under $100m) and frames the space as evolving, inviting contributions and updates. Search Terms & Synonyms (10–20 total): non-fungible tokens, NFTs, nonfungible tokens, ERC-721, ERC721 standard, crypto collectibles, digital collectibles, unique digital assets, blockchain gaming, NFT marketplaces, decentralized marketplaces, OpenSea, CryptoKitties, Decentraland, metaverse assets, asset tokenization, security tokens, on-chain certificates, verifiable credentials, fractional ownership

Summary (80–120 words): Point Nine announces the next #P9EUtour stop: a full‑day CTO/VP Engineering meetup in Paris on June 11, timed with SaaStr Europe. It explains the rationale for CTO meetups (CTOs get less attention; speed of iteration drives outcomes) and outlines the program: four keynotes on engineering org design (Typeform), API integration practices (Bearer), engineering leaders’ concerns (Plato), and whether CTOs should code (Le Monde); two panels on scaling teams and scaling tech with leaders from Eventbrite, Front, Typeform, Zenly, Algolia, and Preply; plus 16 peer discussion groups run with Plato on prioritization, security, team scaling, tech debt, build vs. buy, and cross‑functional alignment. Attendance is capped; a few seats are application‑based. Search Terms & Synonyms (10–20 total): CTO meetup Paris, Point Nine Capital, P9EUtour, engineering leadership, VP Engineering, scaling engineering teams, scaling tech architecture, product engineering organization design, API integration best practices, build vs buy decisions, technical debt management, infrastructure security, engineering prioritization frameworks, cross-functional collaboration, peer mentoring for CTOs, SaaStr Europe 2019, Plato mentorship, TheFamily Paris, European SaaS startups

Summary (80–120 words): The piece distills lessons from investing in B2B Hardware-as-a-Service. Hardware remains slow to iterate and capital intensive; founders should reserve 20%+ of seed for inventory and leverage outsourcing. Dedicated devices enable differentiated sensing/actuation, but reliability in messy real-world conditions requires rigorous onboarding and testing. Early competition may be sparse, yet incumbents lock in customers with long contracts; use a consumerization playbook, be patient, and shift budgets from CapEx to OpEx. HaaS economics can resemble SaaS: recover hardware/CAC in year one, then enjoy subscription margins; online self-service can work, with higher conversion and lower churn due to setup friction. Pricing scales naturally per device/door/user (e.g., Automile, Kisi), and moats accrue via software, platforms, and inertia. Search Terms & Synonyms (10–20 total): Hardware-as-a-Service, HaaS, Device-as-a-Service, B2B hardware subscription model, Recurring revenue hardware, CapEx to OpEx, Per-device pricing, Per-door pricing, Negative churn, Net revenue retention, IoT sensors and actuators, Connected device onboarding, Inventory financing for hardware startups, Contract manufacturing partners, Consumerization of the enterprise, Hardware commoditization, Telematics SaaS, Access control SaaS

Summary (80–120 words): The post maps six financing paths for SaaS across four stages (Idea, MVP, Revenue, Scale): bootstrapping + VC, full bootstrapping, fundstrapping (small early equity with bootstrap discipline), full VC, bootstrapping + debt, and bootstrapping + debt + VC. It argues SaaS ecosystem maturity raises the bar for VC at the Revenue stage, leading some founders to skip seed and raise after reaching $5–$10M ARR; bootstrapping is more viable, aided by communities, and debt fills funding gaps at Revenue and Scale. Fundstrapping is risky due to investor–founder misalignment unless expectations and exit mechanisms are explicit. A stage-by-stage question framework guides decisions on philosophy, market, product, team, metrics, TAM, and growth engines. Search Terms & Synonyms (10–20 total): SaaS financing options, bootstrapping SaaS, self-funded SaaS, fundstrapping, venture capital for SaaS, venture debt for SaaS, startup debt financing, revenue-based financing, hybrid financing (debt + equity), skipping the seed round, raising at scale stage, 5–10M ARR milestone, SaaS unit economics, SaaS retention and churn metrics, TAM for SaaS, Indie Hackers, MicroConf, Stripe Atlas, SaaS growth engine, market education in SaaS

Summary (80–120 words): The post assesses Europe’s maturing VC landscape and addresses persistent founder pain points: opaque processes, signaling risk from non-participating insiders, and bloated term sheets and diligence. Point Nine proposes three changes: (1) guaranteeing full pro‑rata in portfolio Series A rounds to remove signaling risk, contingent on a “legitimate” Series A (€3–12M equity) led by a new investor taking at least 50% of the round; (2) publishing and committing to a concise, two‑page term sheet focused on core protections (founder vesting, 1x non‑participating liquidation preference, pre‑emption, information and co‑sale rights); and (3) adopting a one‑page due‑diligence checklist tailored to early‑stage VC, recognizing that traditional PE‑style DD over-weights edge cases over startup value drivers. Search Terms & Synonyms (10–20 total): European venture capital, Point Nine Capital (P9), pro‑rata rights, follow‑on investing, signaling risk, Series A participation, seed‑to‑Series A graduation rate, term sheet template, two‑page term sheet, simple VC terms, 1x non‑participating liquidation preference, founder vesting, pre‑emption rights, information rights, co‑sale (tag‑along) rights, early‑stage due diligence, one‑page DD checklist, lead investor requirement

Summary (80–120 words): Christoph Janz distills Dropbox’s S-1 into 10 takeaways on product-led, bottom-up SaaS. Key points: extreme self-serve dependence (90%+ of revenue) and “freemium” scale (500M registered, 11M paying) with low ARPU (~$110) and many individual plans, fitting a “mouse hunter” profile. Operating efficiency stands out (≈$596k revenue per employee in 2017). He flags puzzling disclosures: not tracking individual-user retention and net revenue retention “over 90%” despite cohorts doubling spend within three years. Major gross margin gains came from deactivating inactive accounts and repatriating >90% of data from AWS to owned infrastructure. He notes “eleven nines” data durability (not availability) and strategic positioning beyond file sync toward collaboration (e.g., Paper), with skepticism on its traction. Search Terms & Synonyms (10–20 total): Dropbox S-1 analysis, Dropbox IPO filing, consumerization of IT, bottom-up adoption, product-led growth (PLG), freemium SaaS model, self-serve revenue, ARPU vs ARPA, mouse hunter SaaS, revenue per employee, net dollar retention, churn and cohort analysis, COGS reduction, gross margin expansion, cloud repatriation (infrastructure repatriation), AWS to colocation, data durability vs availability, eleven nines reliability, file sync and share (FSS), Dropbox Paper, enterprise collaboration tools, viral adoption in SaaS

Summary (80–120 words): An early-stage VC reflects on industrial tech adoption based on a Hannover Messe talk. For startups, three patterns stall progress: pilots trapped in the “innovation friend zone,” selling technologies (AI, deep learning) instead of ROI-backed use cases, and abandoning a lean, rapid feedback cycle when selling to enterprises. For corporates, common blockers include excessive risk aversion (few acqui-hires, especially in Europe), difficulty attracting top technical talent, and inconsistent processes for engaging startups, which slows pilot-to-production conversion. The piece recommends rigorous lead qualification, explicit ROI framing (revenue, time, cost), frequent user conversations, and standardized corporate startup-collaboration practices. It references slides tied to the “Factory Stack.” Search Terms & Synonyms (10–20 total): Industry 4.0, factory stack, industrial IoT (IIoT), pilot-to-production, innovation friend zone, corporate innovation, industrial tech venture capital, B2B manufacturing sales, ROI-driven use cases, proof of concept to scale (PoC to production), enterprise sales in manufacturing, startup–corporate collaboration, acqui-hire in Europe, vendor onboarding standards, lean startup with enterprises, Hannover Messe presentation, troubleshooting, asset tracking, work instructions

Summary (80–120 words): The post explains how Dropbox achieved breakout freemium, product-led growth: it reached $1B ARR fastest by combining timing (multi-device era, more remote work), a technically difficult but simple-to-use sync product, built-in virality reinforced by a two-sided referral program, and strong execution. The model centers on individuals and small teams (70% of 11M paying users; >90% self-serve). Risks: minimal UI surface and low switching costs may reduce stickiness versus workflow tools, enabling substitution by suites like Google Drive. Dropbox launched Paper to increase engagement and own more of the value chain, but adoption appears limited. Takeaway: exceptional PLG with durability questions. Search Terms & Synonyms (10–20 total): Dropbox freemium, product-led growth, PLG, bottom-up adoption, consumerization of the enterprise, self-serve acquisition, virality, two-sided referral program, LTV/CAC ratio, $1B ARR, EFSS (enterprise file sync and share), cloud file storage, file synchronization and sharing, switching costs, stickiness, Google Drive competition, Dropbox Paper, land and expand, no-touch sales, B2B SaaS

Summary (80–120 words): The post recaps a Point Nine event that gathered ~70 SaaS founders in Munich to share concrete lessons on building enterprise software companies. It outlines Munich’s advantages: talent from TUM/CDTM/LMU, proximity to many enterprise buyers, a maturing angel network and experienced operators, and growing global investor interest (e.g., Celonis–Accel, Lilium–Atomico, Konux–NEA). Christoph Janz covered hiring, fundraising, forecasting, and customer acquisition, including the role and limits of corporate incubators and CVCs. A founder panel discussed product customization vs. roadmap discipline, lead generation choices (inbound vs. events/direct), and sales hiring in Munich; industrial sellers stressed legacy systems and “factory stack” issues. Heiko Schwarz (Riskmethods) detailed scaling sales via deal clinics, a sales academy, and shifting from “ABC” to “ABQ.” Search Terms & Synonyms (10–20 total): Munich SaaS ecosystem, B2B SaaS Germany, Enterprise go-to-market, Selling to enterprises, Industrial SaaS, Industry 4.0 factory stack, Legacy systems integration, Founder-led sales, Inbound vs outbound marketing, Events-led demand generation, Enterprise lead generation, Enterprise sales hiring Munich, Sales academy, Deal clinics, Always Be Qualifying ABQ, Corporate incubators and CVC, Point Nine Capital, Christoph Janz, Riskmethods

Summary (80–120 words): The piece argues that startup success hinges less on hours worked and more on tackling the uncomfortable, high-leverage work leaders avoid. Examples include firing poor performers, meeting buyers at unglamorous industry events, calling users directly, revisiting outdated product plans, hiring beyond friends to add experience and diversity, making timely pivots, and instituting weekly staff meetings. Startups have little margin for error; founders often lack management “muscle memory”; priorities are ambiguous; people default to their craft; work shifts as traction grows; and procrastination is costly. Countermeasures: assemble complementary teams, choose ideas aligned to strengths, run a weekly operating cadence (staff, 1:1s, replans, board check-ins), protect energy (sleep/exercise), and practice difficult conversations. Search Terms & Synonyms (10–20 total): startup hard work, high‑leverage work, difficult conversations, performance management, firing underperformers, customer development, user interviews, industry conferences, product strategy pivot, decision‑making under uncertainty, operating cadence, weekly staff meetings, founder management skills, complementary cofounders, early‑stage hiring, prioritization in startups, management debt, go‑to‑market focus, product‑market fit, energy management for founders

Summary (80–120 words): Point Nine announces that Tilman Langer has joined as General Counsel after years serving as the firm’s external counsel on numerous transactions. The move reflects growing internal legal workload across funds and aims to improve transaction speed and cost efficiency. Langer’s background is unusual: a lawyer by training who worked in investment banking (Greenhill) before returning to law in 2010, giving him a dual law–finance perspective. He has supported Point Nine and portfolio companies on a deal-by-deal basis. Bringing legal in-house is expected to accelerate new investments and, in many cases, remove or limit the standard “cost coverage clause” in term sheets, as founders won’t be billed for his time. Search Terms & Synonyms (10–20 total): Point Nine Capital, Point Nine VC, Tilman Langer, General Counsel (GC), head of legal, in-house counsel, corporate counsel, venture capital legal, term sheet cost coverage clause, legal fee reimbursement, external counsel vs in-house, faster deal execution, startup legal support, portfolio company legal, venture transactions, law and finance background, Greenhill investment bank, B2B SaaS VC

Summary (80–120 words): The post uses the AlphaGo–Lee Sedol match to examine how humans and AI make and evaluate decisions. Move 37 illustrates AI optimizing for end-game win probability over short-term points, raising trust, interpretability, and acceptance questions in safety‑critical contexts (e.g., autonomous driving) and influencing AI go‑to‑market speed when failure costs are high. Move 78 shows human creativity altering the decision space, exposing Monte Carlo tree search weaknesses and inducing cascading errors. The author advocates intelligence augmentation: human+AI “centaur” teams outperform either alone, while human intuition reveals failure modes that improve models. A feedback loop between human tactics and ML systems accelerates algorithm design and practical deployment. Search Terms & Synonyms (10–20 total): AlphaGo vs Lee Sedol, Move 37, Move 78, divine move (tesuji), Monte Carlo tree search (MCTS), reinforcement learning, self-play, win probability optimization, long-horizon planning, human–AI collaboration, intelligence augmentation, centaur model, human-in-the-loop decision support, algorithmic interpretability, AI trust and acceptance, safety-critical AI, go-to-market risk for AI, autonomous vehicles ethics

Summary (80–120 words): The post argues for default transparency in startups to improve hiring, alignment, trust, learning, and leadership development. It specifies what to share: company and departmental goals, customer feedback, product roadmaps, and financials (burn rate, runway). It outlines limits: confidential personal/partner info, NDA-protected items, sensitive deals (financing, M&A, key hires) until closed, and avoiding sharing leaders’ mood swings. It recommends practices: embed transparency in culture and operating cadence (weekly all-hands, 1–1s, training), publish board takeaways, maintain open documentation (Google Docs/Quip) and public-by-default Slack channels, avoid punishing messengers, and lead by example. Guidance on compensation: explain option value (fully diluted shares, grant %, common/preferred prices, liquidation preferences) and adopt salary transparency early if chosen. Candidates should test transparency during interviews. Search Terms & Synonyms (10–20 total): startup transparency, radical transparency, open-book management, internal communications in startups, OKRs and company goals, cross-functional alignment, product roadmap transparency, customer feedback loop, financial runway and burn rate, salary transparency (open salaries), equity compensation and stock options, cap table basics, liquidation preferences explained, weekly all-hands meetings, board updates to employees, public Slack channels, knowledge management in startups, management operating cadence

Summary (80–120 words): Christoph Janz validates a prior 10-year SaaS funding analysis by cross-checking Crunchbase results with PitchBook. Acknowledging Crunchbase tagging gaps (many SaaS companies lack a “SaaS” tag), he broadened filters to Software, Enterprise Software, and Cloud Computing, which likely over-includes companies. He compares both datasets side-by-side across funding stages (Seed–Series D), geographies (global, North America, Europe), deal counts, and capital invested. The directional trends match closely; discrepancies are mostly in amplitude, consistent with broader Crunchbase filters. The takeaway: independent data sources corroborate the trajectory of SaaS funding, while taxonomy and coverage affect magnitudes, underscoring the importance of cross-source validation and careful categorization. Search Terms & Synonyms (10–20 total): SaaS funding trends, SaaS venture capital, SaaS financing rounds, Crunchbase vs PitchBook, private market data validation, funding data taxonomy, deal volume analysis, investment amounts by stage, Seed to Series D trends, B2B software funding, enterprise software financing, cloud computing investments, dataset bias in VC data, cross-source verification, North America and Europe VC, global SaaS deals, venture funding amplitude differences, startup funding data quality, market intelligence for SaaS

Summary (80–120 words): Interview with Zendesk cofounder Alexander Aghassipour emphasizes that sustained hard work and a complementary founding team outweigh idea quality, with timing/luck next and the idea last. He advises targeting underserved markets with strong domain knowledge rather than mainstream trends. Relocating to Silicon Valley provides significant network effects and scale advantages despite higher costs; Europe is improving, but Bay Area presence remains beneficial, especially with top-tier VCs. Founder dynamics should accept tension while maintaining respect; clarify strengths and roles early, hire, and avoid hero culture. Product lessons: product first, don’t outsource, build what you’d use, favor “convention, not configuration,” avoid ITIL-heavy complexity, and use non-traditional early adopters to drive a feedback-led roadmap. Search Terms & Synonyms (10–20 total): Alexander Aghassipour interview, Zendesk cofounder insights, execution over idea in startups, startup work ethic, complementary founding team, underserved market strategy, relocating to Silicon Valley, Bay Area network effects, product-first development, help desk software, customer support ticketing, convention over configuration, avoid hero culture, founder role clarity, feedback-driven product roadmap, B2B SaaS scaling, Point Nine Christoph Janz, early adopters designers and startups

Summary (80–120 words): This third installment presents the 2018 SaaS Funding Napkin, a one-page reference detailing what investors expect at pre-seed, seed, and Series A for SaaS startups. Synthesizing a survey of 60+ SaaS investors and prior analysis, it condenses stage-by-stage benchmarks across core metrics and go-to-market factors: MRR/ARR thresholds, month-over-month growth, churn and retention, CAC payback and LTV/CAC, ACV, sales cycle length, sales model (self-serve/inside sales/enterprise), team signals, and market readiness. The post links to downloadable PDF versions of the napkin and serves as a quick calibration tool for founders and investors on fundraising readiness and metric quality. Search Terms & Synonyms (10–20 total): SaaS funding benchmarks, SaaS Funding Napkin, Christoph Janz, Point Nine Capital, SaaS investor expectations, Seed vs Series A metrics, MRR and ARR thresholds, Month-over-month growth rate, CAC payback period, LTV to CAC ratio, Net revenue retention, Logo churn, Average contract value (ACV), Sales cycle length, Product-led vs sales-led, Go-to-market benchmarks, SaaS fundraising checklist, Early-stage SaaS metrics, Startup unit economics, B2B SaaS KPIs

Summary (80–120 words): Christoph Janz synthesizes a survey of 60+ SaaS investors to identify the most weighted evaluation criteria: exceptional founding team, large addressable market, defensibility (moat), a highly differentiated product, a repeatable/economical go-to-market, and net dollar retention >100%. Emphasis shifts by stage: Seed favors team, solving a “hair‑on‑fire” problem, and a credible GTM plan; Series A prioritizes repeatability, retention, and moat (often via proprietary data or network effects); Series B highlights strong dollar retention. Investors also seek a compelling “why now,” strong customer references, deep workflow embed, consistency in reasons to buy, at least one scalable channel, CAC payback <12 months (≤18 for enterprise with upsell), clear financeability, and disciplined valuation trade‑offs. Search Terms & Synonyms (10–20 total): SaaS investor criteria, Total Addressable Market, TAM, competitive moat, defensibility, net dollar retention, negative churn, product–market fit, PMF, repeatable sales model, scalable go-to-market, GTM strategy, CAC payback, unit economics, network effects, proprietary data advantage, expansion revenue, customer references, founder-led sales, Series A metrics

Summary (80–120 words): Surveying 60+ SaaS VCs, the post quantifies fundraising benchmarks in 2018. Series A typically requires just over $1M ARR; Series B around $5M. Investors get excited at ~3x y/y ARR growth pre-investment; none cited below 2x. Expected growth moderates post-investment (often ~2–2.5x at Series B). Seed investors prioritize a strong technical cofounder; PMF, paying customers, and revenue rank lower, though those valuing revenue expect ~\$100k ARR. Reported average seed round size was \$1.6M. Pre-money valuations cluster at \$14–20M for Series A (some \$25–30M) and \$40–100M for Series B. ARR–valuation correlation is strong (+0.83) but weaker in the \$1–3M ARR range; ARR multiples vary widely, with some concentration around 11–13.5x. Search Terms & Synonyms (10–20 total): SaaS fundraising benchmarks 2018, Series A ARR benchmark, Series B ARR benchmark, SaaS growth expectations, 3x ARR growth, post-investment growth targets, seed SaaS investor criteria, strong technical cofounder, product-market fit (PMF), annual recurring revenue (ARR), monthly recurring revenue (MRR), ARR valuation multiples, pre-money valuation Series A, Series B valuation range, seed round size benchmarks, SaaS funding napkin, B2B SaaS fundraising, venture capital expectations in SaaS

Summary (80–120 words): The post argues chat bots are useful, mainly as interfaces for existing SaaS (e.g., Google Analytics, Mention), but adoption is still in an education phase for users and builders. Many teams pursue low‑hanging use cases (meeting scheduling, on‑demand interfaces), implying a hype peak and crash that will separate “missionaries” from “mercenaries.” Uncertainties include messaging platforms’ stance (Slack, Messenger, WhatsApp) on APIs, feature internalization, and monetization; whether bots become standalone products vs remain features; must‑have vs nice‑to‑have; platform‑specific vs cross‑platform; willingness to pay; and the need for “meta” bot management. Expect more bots and supporting infrastructure, with outcomes varying by use case and platform. Search Terms & Synonyms (10–20 total): chat bots, chatbots, conversational agents, Slack bot, Messenger bot, WhatsApp bot, bot platform ecosystem, platform risk, API access for bots, bot monetization, meeting scheduling bot, customer support bot, cross-platform bot, standalone bot product, bot infrastructure and frameworks, bot discovery and onboarding, hype cycle peak and crash, product-market fit for bots

Summary (80–120 words): The post models how VCs decide using a five-part “5Ts” framework: Team, Tech (product), TAM (market), Traction (growth), and Trenches (defensibility). Team assesses information advantage (“secret”), mission, roles (leader/manager/doer), decisiveness, and learning velocity. Tech evaluates presence of a “product picker,” whether the product is 10x better and cheaper, iteration speed, and whether it is a must-have. TAM favors bottom-up sizing (ACV “whales/elephants/deer/rabbits”), vertical vs. horizontal dynamics, potential to become a “real company,” and macro optionality. Traction covers market timing (pull vs. push), distribution advantages (network effects, virality, channels), and unit economics (avoid high CAC/low LTV). Trenches detail defensibility: network/data effects, proprietary tech/IP, lock-in, brand, and economies of scale. A simple scoring “compatibility calculator” ties it together. Search Terms & Synonyms (10–20 total): VC decision-making framework, venture capital investment criteria, 5Ts framework, founder–market fit, product picker, 10x better and cheaper, bottom-up TAM, total addressable market, ACV whales elephants deer rabbits, vertical vs horizontal SaaS, market pull vs push, distribution advantages, network effects and data network effects, channel partnerships, CAC vs LTV unit economics, defensibility and moats, switching costs and lock-in, economies of scale, due diligence checklist, product-market fit

Summary (80–120 words): The post applies Carlota Perez’s technological revolutions framework to SaaS and argues the industry is entering the deployment phase, when focus shifts from speculative build-out to broad, productivity-driven diffusion. It recaps the earlier installation period (irruption and frenzy) marked by experimentation and capital-fueled expansion, then outlines deployment implications: fewer net-new categories, more consolidation, standardization and integration, deeper workflow penetration, vertical/industry-specific solutions, and greater importance of distribution and ecosystems. For founders and investors, execution quality, unit economics, retention/expansion, ROI proof points, and leveraging platforms matter more than novelty. Opportunities persist in complements, underserved verticals, and replacement or modernization cycles. Search Terms & Synonyms (10–20 total): SaaS deployment phase, Carlota Perez framework, techno-economic paradigm, installation vs deployment, irruption phase, frenzy phase, synergy phase, maturity phase, vertical SaaS, systems of record, workflow software, SaaS consolidation, software platform ecosystems, app marketplaces, integration iPaaS, go-to-market efficiency, distribution advantage, expansion revenue, ROI-driven SaaS, B2B SaaS trends