How SaaS “Growth At All Costs” Costs Us All

This article was originally published on Fast Company.

My morning mental health best practices includes things to not check:

  1. My phone.
  2. My email.
  3. My stock portfolio.

If you’ve accidentally done the latter lately, you know things are very different than they were a few months ago for SaaS stocks. While the next few quarters are going to be painful in terms of the correction, vis-a-vis market value lost, jobs cut and startups shutting down, most people knew this day was eventually coming.

The last few years of “cheap money” from the US Federal Reserve led to a mindset of “growth at all costs.” Since interest rates were near zero, it made sense to spend every dollar possible chasing future growth. Because of this, you had young companies with just a few million dollars of Annual Recurring Revenue becoming prematurely anointed as billion-dollar-plus valued “unicorns.”

While the initial mental image of a “boom” is fun times, here’s how the “growth at all costs” mindset of overfunding hurts every stakeholder in the long term.

  1. Customers End Up Not Getting Value and Wasting Money

Let’s start with the clients. That’s a big reason we are all in business—to help our customers. Yet boom times often come at great cost to customers.

Vendors, having raised huge amounts of money and/or set overly-ambitious sales targets, are under constant pressure to grow. So what do they do? They rush customers into deals before they are ready. They sell products that aren’t a good fit for the client. They build or buy into markets where they shouldn’t play at all. They overpromise and underdeliver.

What does the customer end up with? Clients coming out of today’s boom have many technology projects with big dreams and limited reality. They have egg on their face for business cases that never materialized. And they have way too many vendors doing the same thing (e.g., how many collaboration tools does your company have today?)

  1. Teammates End Up with Mercenary and Frenetic Cultures

A big consequence of the most recent financial bubble has been the Great Resignation. On the surface, the concept looked great for employees. They got big raises. They were promoted at a faster rate than ever. They had the power over employers.

The other side of the coin is a bit darker. As the labor market tightens, many people that were promoted and raised beyond their experience level will be let go and have a hard time finding a job. They will have a lifestyle sized to a compensation level that they may not return to for a while. They may have even bought a house or taken out debt based upon stock options that end up worthless.

Workplaces now, more than ever, have felt more mercenary-like, with every person talking about the big raise they got, the job offers they are thinking about or the fortune they made trading crypto. Some employees even violated company policies, working at multiple firms at once, to earn even more.

And even the most dedicated of the lot dealt with management teams trying to grow at all costs, throwing far too many projects and initiatives at the workforce. Focus was nowhere to be seen.

  1. Investors End Up Holding the Bag and Hating Their Jobs

Someone must be making out well from these booms, right? Sure, many Venture Capitalists made ungodly sums of money in the last few years. But when the music stopped, many were left without a chair.

Investors that crushed it during the boom years raised bigger and bigger funds, leading to more recent vintages having poor prospects for returns. Many of those partners now stare at a gloomy forecast for the next few years. They may have hired too many partners and now have to go through the painful process of downsizing. Some firms just won’t make it.

Worse yet, the investors in those funds – limited partners like universities, pension funds, and nonprofits – experienced wild swings in their valuations and often lost out in the end.

And even those who made bank didn’t all love it. I’ve spoken to dozens of investors who hated the experience of the last few years. They had to make a decision on a 10-year investment without getting more than one meeting with a founder. They signed up for terms that they knew were bad for all involved because it was all about “growth at all costs.”

  1. Companies End Up Having Their Futures Mortgaged

The “get rich quick” mindset described above led to companies that were not “built to last,” but rather, built to cash out. Entrepreneurs focused so much on vanity metrics like venture valuations that they lost sight of the value they were creating in the world. Long-term investments suffered at the expense of short-term metrics. And corporate cultures atrophied with excess and ethical issues.

Even the most committed founders and leaders couldn’t help but look at their peers who were now “decacorns” with envy. And envy inevitably led to poor decision-making governed by myopic perspectives.

  1. We All End Up Gaslighted

Most people knew it was too good to be true and it was going to end. Between NFTs and GameStop, it was obvious that the party would be over—people just didn’t know when. And no one wanted to leave too early.

Yet this left people with a feeling of being gaslighted – being “manipulated by psychological means into questioning their own sanity.” “Maybe I’m just getting old?” “Maybe I’ve lost my appetite for risk?” “Maybe the world has changed?” “This time it’s different?”

There is no way to win in a “growth at all costs” bubble. If you play the game, you destroy your future. If you sit on the sidelines, you look like time has passed you by. Let’s hope we learn some lessons from this before we start the next bubble.

One thing’s for sure—companies with a durable growth strategy will outlast any bubble because they are built for steady, efficient, growth. And they are built to be around for a long time—not just for the boom times.

Nick Mehta

As a huge sports fan, Nick thinks of his job as being like that of a head coach. His role is to help bring the right people together on the team and put them in the best position to win for our customers, partners, employees and their families. He’s a big believer in the Golden Rule and we try to apply it as much as we can to bring more compassion to our interactions with others. And he talks way too fast and overuses the word awesome like it’s going out of style. Before coming to Gainsight, Nick was the CEO of awesome leading Software-as-a-Service E-Discovery provider LiveOffice through its acquisition by Symantec and prior to that was a Vice President at VERITAS Software and Symantec Corporation.