Elena Verna

Amplitude Announces Third Quarter 2024 Financial Results: - Third quarter revenue was $75.2M, up 6% year-over-year - ARR was $298M, up $8M from the end of the second quarter - We now have almost 3,500 paying customers, with 567 of those representing more than $100k or more per year Q3 was all about winning the enterprise. We are starting customer conversations differently, reaching key decision-makers, and demonstrating fast value in ways we weren’t before. The result is a higher-quality book of business, with better attach rates, longer contracts, and bigger expansions (we had multiple expansions exceeding 7 figures in Q3). Consolidation is another big theme that's been playing out for several quarters. It’s clear that our customers are looking for an all-in-one platform, and they are finding that in Amplitude. And we've continued to make our platform better. In Q3, we launched Amplitude Made Easy, our completely redesigned platform experience that takes the difficulty out of analytics. We also deepened our partnership with our friends at HubSpot, launched Web Experimentation, and acquired Command AI (fka CommandBar). To our Ampliteers, partners, and customers—we couldn’t do it without you! Thank you. Thank you. Thank you.

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Why most A/B tests fail? ROI in A/B testing = Frequency x Cost x Success Rate. Most teams focus on frequency or cost but ignore the success rate (And this is the biggest game-changer) At Snocks, we spent weeks testing upsells to find a winning design. The result? A 35–40% success rate across projects. Cheap tests won’t cut it. Smart iterations will. I hope that video helped! If there are any questions, drop them in the comments or DM me “ROI” to figure out how I can help you.

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Our partnership with Brex now gives us unparalleled insight and breadth in SaaS purchasing reports

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Great article here from the team on the challenges of not only selling Health Insurance, but getting paid reliably and on-time from Carriers, FMOs, and SMBs alike. Before starting work with e123, I never fully appreciated or understood just how complex the #commissions management process can be for everyone involved. Excited to be helping smooth this process using modern #technology, and a whole lot of #empathy for the users 💜

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My eyes roll when I read “industry-leading." It means nothing. The REAL winners in tech have: ✅ Differentiated POV ✅ Cohesive content strategy ✅ Intentional distribution ✅ Smooth mktg <> sales handoffs ✅ Patience for the plan to play out It’s not enough to shout that you’re in first place anymore. It’s time to play (and win) in the attention economy.

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My take on the next 5 years of GTM? Fewer tools, fewer people.  Yes, we’re all getting pushed to do more with less, but really if we’re going to deliver on this seamless customer journey that we’ve been talking about we need to be able to stitch together our tools, people and processes. You can get all the hot takes I shared with James Kaikis when The New GTM Playbook drops on Dec 3. Head to the link in the video and subscribe to his newsletter and be the first to know when my episode goes live!

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I recently shared that one of my favorite parts about working at Amplitude is the fact that despite being a public company, it still feels like a startup. And I think one of the key reasons for that is the high sense of ownership that everyone here has. Ownership is one of our core company values, and I love being able to see it in action every day. I share more below:

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A few months ago we welcomed one of the most accomplished CROs in partnerships as PartnerStack's new CRO, Mike Head. PartnerStack has levelled up immediately, and I have personally learned a ton about partnerships from Mike in short order. This article shares insights from our CRO, to let you know how to get partnerships buy-in from your CRO.

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For any PMM having a hard time nailing messaging… Facts - There’s no ‘Don Draper’ moment where inspiration will strike in the middle of a meeting. The good news is you have everything you need. 1. Look at your wins. Find the last 6 months of closed/won deals in your CRM. Find the patterns, and talk to the AEs if you need to. Better yet go talk to the customers themselves. Why did they buy? What made them pick you? 2. Once you have a good sample, use your judgement and distill out 3-5 ‘winning use cases’. These are the foundational proof points of why you’re differentiated. And they’re real 3. Then build the top and bottom. Top = what’s the one unifying value prop across the winning use cases. Bottom = what’s the product capabilities that support those use cases 4. Document this, turn it into your first call deck, and your website nav + core pages Refine this every 6 months. Sales will love it, and customers will actually believe you #productmarketing #messaging

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RevOps leads - is leadership tasking you with AE-sourced pipeline initiatives? As companies use this channel to close gaps in 2025 pipe coverage, many RevOps leads struggle to operationalize the goal. Why? Even with a fancy tech stack, prospecting gets deprioritized when AEs go deep on active deals, and without a structured process, the habit breaks entirely. The most effective RevOps teams tackle this head-on by embedding prospecting into the daily workflow. They make it simple, manageable, and aligned with their broader revenue strategy. Here are a few tactics helping RevOps teams drive AE-sourced pipeline: Manageable daily lists: Reps receive 2–5 high-priority accounts in their inbox each day, based on historical signal and ICP performance. Contextual alerts: Insights from enrichment and signal data surface clear reasons to engage, cutting down necessary research time. Streamlined sequences: Pre-built outreach tied to each account’s context minimizes research and effort. Streaks: Gamifying daily prospecting with streaks and leaderboards, while simple, goes a long way in maintaining the prospecting habit. Manager-level reporting: Clear metrics empower leaders to drive accountability and reward engagement with spiffs. In summary, RevOps should strive to eliminate all friction for AEs, create a daily prospecting habit, and maintain leadership focus on the initiative with data. Without this process and attention, AE-sourced pipeline initiatives usually fizzle out for most AEs. RevOps leaders, what’s working for you to ensure AEs hit their pipeline goal?

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Jason calls it out again with real life data. Organic growth using outbound GTM motion in SaaS is less efficient effcient. It's just reality of customer spending pullback across the whole sector. SaaS companies are either pulling back in GTM spend which is causing slower growth (and significant loss in valuation). The valuation death spiral that makes funding and exit even more difficult- and bootstrapping a whole lot less fun. Or they are investing MORE to maintain growth, but it's not working. That means less efficiency and poor return on capital. Thankfully most SaaS is seemingly living at a break even state. Well most. But this is only a survival and hope strategy. The Ostritch strategy if you will. I talk to a lot of Ostritch CEOs, happy to just have a job. Bold CEOs have strategy game. Partner up to find customers, use M&A to expand product lines and tap new markets, combine with competitors to unlock synergies that can be reinvested at higher scale. Do it when valuations of everyone are down. https://lnkd.in/gACnmMyc

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Hey all 👋 I could use some help from GTM leaders/saas folks... Who is the best *marketing leader/head of marketing* you've ever worked with? For context, we're looking to bring in a Head of Marketing here at Circle to join our GTM leadership team. We're currently approaching $25M in ARR and growing fast (~100% y-o-y). This marketing leader will help us continue to scale to $100M+ in ARR. I'm biased, of course — but this can truly be a career-defining opportunity for the right person. —You'll get to shape how we tell the story of *3* brand new products that we're bringing to market this year. —The product is fantastic. Our product/engineering teams are the best I've ever worked with. The customers are the best I've ever worked with. You have all the raw materials necessary to do truly great marketing. We're already growing fast. You'll just help us go faster. —There are lots of new channels and untapped opportunities to go after. So there's plenty of room to come in and make an immediate impact. —This role sits on our leadership team. It's a group of the highest potential GTM leaders I've ever worked with. And we're ready to truly invest in product marketing as a function. — There's LOTS of momentum in the business. Our leading indicators like pipeline, win rates, word-of-mouth, NPS, retention, etc. are all really strong and getting better week-over-week. If you know a truly great marketing leader - I'd love to connect with them. I'd be grateful if you could tag them below or shoot me a DM. And if no one comes to mind, I'd be grateful if you could share this post for a bit of reach. Thanks! 🙏 Here's the JD: https://lnkd.in/e5fzB7T6

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When you're not in the board room, you're always wondering, "What's going on in there?". I have now worked with seven companies where I'd regularly present to a board, a mixture of PE and VC-led, and it's almost always centered around a few key topics. If you're meeting your numbers: - what's your future forecast  - how are you going to continue to grow - how will you grow faster and more efficient  - update on money in the bank and spend If you're not meeting your numbers (along with the things I mentioned above): - what is your plan to turn things around and meet your numbers (this includes new logo, back-to-base sales, and churn reduction) - what resources can they offer to help - do you have the right players in the right seat This is an oversimplification because many nuances are at play, but this is generally it. While board meetings can be stressful, almost every board I've worked with wants to be helpful. Of course, their interest is, first and foremost, that the business is healthy and growing, so there's always that undertone, but overall, they want to help. After all, they are guardians of the investments they make on behalf of others and have to report back on their performance. Think of them like they are CSMs for their investors (the folks that give them money). They need to get a great return on the investment they made on their behalf.

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SOOOO many PE acquisitions happening right now (Good companies that got bad VC terms) Problem??👇 Once you acquire them, you realize their ops suck. ↳ (unsophisticated) very few internal systems or processes 🤦‍♂️ ↳ everything is “growth hacked” 🥴 ↳ they’re not positioned for maximum valuation 🙄 ↳ teams are under utilized (but often EXTRAORDINARILY talented) ↳ no concept of capital origination… seeing a lot of this on Captal.co So how does Captal help?? Companies can quickly restructure to maximize VALUATION Hint: on average each company that joins, results in the formation of 4.3 new orgs (🤫 family offices love us for this) Cheers 🥂 to #raisingvaluations

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Analyzing Churn- do you know what metrics to look at? How often are you looking at this and being proactive to prevent it? What metrics should you be looking at if you do not have CS Ops? The Infinite Renewals team recommends looking at these first: % Churn # of accounts $$ churned % calculated churn (12 MONTH) $$ renewed # accounts renewed $$ upsold # accounts upsold $$ booked # account booked The above monthly and quarterly It would be best if you also had the ability to drill down on the numbers above to be able to see which accounts made up the $$, #, %

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1. how do I get customers, 2. how do I raise capital, were the most common things the current athena.vc cohort is asking about This all goes back to: 1. Do you have a 10x better product 2. and you're solving a very painful problem for which existing solutions are not very good. If you have a generic product that is solving a problem which isn't that painful. You'll have to be very good at marketing and sales. that's fine, refer to : https://lnkd.in/gVsEdWir and https://lnkd.in/grnSqpns for what we did at ContactOut BUT what is easier is to just make a 10x better product for a very painful problem. e.g if you cure cancer, or solve nuclear fusion, or figure out how to make humans live forever. You clearly do not need to worry about sales or fund raising. even if you are very early and just have a few unique ideas in this space, people will flock to invest in you. for example take a look at the types of companie sam altman is funding: fusion: https://lnkd.in/gdJnN9rr longevity: https://lnkd.in/gUUbkvXd list of all investments: https://lnkd.in/gFeutEcM they are all world changing companies. suprisingly solving a very hard problem is actually easier because you don't need to worry about sales and marketing. You can just focus on solving the technical challenges there is no market risk. worrying about sales and marketing is hard. so how do you get ideas about fusion, or longevity, or making a better search engine than google, or building a better GPU chip than nvidia: 1. talk to users 2. study competitors 3. talk to mentors / industry experts 4. read: science journals, text books, articles, podcasts etc, everything you can. As Sam Atlman says: you will be surprised at how quickly you can become an expert. Sam became expert in 1 year. There are 12 year old kids building nuclear fusion system in their bedrooms. Steve wozniak single handedly built the apple II - all software and hardware from reading textbooks and copies of MIT research papers. All self study.

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Throughout my years of being a SaaS Founder and GTM advisor, I've seen countless Founders navigate the Founder-led journey masterfully. How? 1. They embraced Founder-led GTM, Sales, and Marketing to get their scalable machine going. 2. As they got momentum going, they got leverage for their GTM machine by hiring (SDRs, Demand Gen, AEs). 3. Then as the machine started to work, they recruited and hired true GTM leaders to scale. AND since their GTM machine had proof points, they were able to de-risk the job and recruit great talent. Founders that embrace GTM win. Founders who try to outsource it and don't pay attention to it, lose. Period. If you're an early-stage SaaS Founder looking to build a scalable GTM machine and accelerate your path to $3M+ ARR (and beyond), grab a complimentary copy of my 5-Point SaaS Growth Strategy Guide. Just follow the link in the comments below. If you don't see my comment, choose "Recent Comments" in the dropdown below this post. 👇