Suggestions
Nick Mehta
Professional based in Palo Alto, California, United States
Nick Mehta
CEO, Gainsight
Nick Mehta (he/him), is the CEO of Gainsight, the platform that helps companies of all sizes and industries drive durable growth through customer-led and product-led strategies. He works with a team of over 1400 human beings who together have helped create the Customer Success category that's currently taking over the SaaS business model worldwide.
Gainsight is a five-time Forbes Cloud 100 recipient and Nick has been named the #2 CEO by the Software Report, has a 99% approval rating on Glassdoor, and was named Entrepreneur Of The Year for Northern California Award. He is a member of the Board of Directors at F5 (NASDAQ
Prior to Gainsight, Nick was the CEO of LiveOffice, where he led the Inc. 5000 company's profitable growth to $25 million in revenue and successful sale to Symantec. Nick has held senior operating roles for public and private companies in the enterprise and consumer technology markets, including Veritas Software (acquired by Symantec), Symantec Corporation, and XDegrees (acquired by Microsoft). Mehta also served as an Entrepreneur-in-Residence at Trinity Ventures and Accel Partners.13
In a recent talk at SaaStr Annual 2023, Nick shared his top 10 failures as a CEO while growing Gainsight to over $200M ARR. Some key lessons he learned include:
- Not holding leaders to the highest standard of the company's values early on25
- Trying to do too much and not focusing on the most important priorities5
- Hiring too fast without enough rigor and cultural fit5
- Letting politics and ego get in the way of doing what's best for customers and employees5
Despite these challenges, Nick has led Gainsight to become a market leader in Customer Success software. He is passionate about building a values-driven culture and helping other SaaS founders learn from his experiences, both successes and failures.4
Highlights
Banger from @jaminball, as always. As someone who spent 13 years on SaaS retention, I know it's getting fundamentally shakier. Some have structural retention (SoR, ecosystem, etc.) - most don't.
I've been wondering for a while whether many software companies become more like movie studios. An individual movie has a lot of upfront value (ticket sales) and some recurring value (syndication, licensing).
For movie franchises (e.g., MCU, Disney), the residual value is very high. Hence more "recurring" revenue and a higher terminal value.
For others (e.g., sadly dramas now), the residual value is low. So it comes down to making a movie cost effectively and hoping for a hit. But then you have to do it again. And again. And again. One reason that there are very few independent studious anymore - and why Disney and others bought all of the franchises - is that hit-driven businesses with low residual value are hard to run.
Drug companies have this phenomenon but with HUGE tails and then a cliff (patents expiring).
Fashion brands suffer from this and hence only scale in mega-conglomerates like LVMH.
Sam Altman said SaaS is entering its "fast fashion" era a year ago. The more that I reflect, the more that this seems real.
My current, loosely-held priors are:
- We will continue to see a MASSIVE amount software built (much like entertainment continues to have more content).
- Some of that software will be "low fidelity" and ephemeral (vibe coded) - the Tik Tok analogy to software.
- But as Jamin points out, the real issue is it's much easier to build software professionally now than ever before. This hurts retention. Customers have lots of alternatives - not just vibe coding.
- Bootstrapping will continue to be easier and create huge numbers of entrepreneurs.
- Mega vendors will likely continue to have structural advantages (multi-product=>retention, ecosystem, OpEx leverage).
- The middle will be tough.
Me: "So who's your target persona?"
Early Stage B2B Founder: "Pretty much anyone"
Me: https://t.co/IynLc0uSru

