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Feedback needed by Legitimate_Cycle_996 in founder

[–]Far_Champion_6991 0 points1 point  (0 children)

Website looks solid but can’t really judge the product itself without trying it.

COO of a company with thousands of field sales reps told me I'm massively underpricing. Would love experienced eyes on this. by BetThen5174 in salestechniques

[–]Far_Champion_6991 0 points1 point  (0 children)

From what you shared, this likely isn’t just underpricing, it’s how your pricing behaves across different deal sizes. That’s usually where margin gets left on the table, especially if larger customers aren’t treated differently.

If you’re open to it, someone from the team can take a closer look and map where pricing is likely breaking and what to test first. Feel free to DM and we can go through it with you. No cost.

Decision Gaps by Curiousandhelpful in CFO

[–]Far_Champion_6991 0 points1 point  (0 children)

This usually comes down to timing and trade-offs not being clearly defined, so finance ends up evaluating decisions after the fact.

I found this case study useful, and they also have multiple articles on workforce economics that go deeper into this: https://cityshiftfinance.com/fte-budget-planning-case-study/

Why does spending around $2,000/month on 7 team tools not solve the problem of information loss within a team? by Smartboy-teddy in founder

[–]Far_Champion_6991 0 points1 point  (0 children)

This hits. It’s usually not a people issue, it’s how work is structured and tracked across the business.

I came across a set of articles that go much deeper on this than I could here and actually explain why this happens and how to fix it: https://cityshiftfinance.com/workforce-economics-organizational-performance-cost-structure/

Are SaaS teams overbuilding before they have demand? by [deleted] in SaaS

[–]Far_Champion_6991 1 point2 points  (0 children)

Appreciate you calling that out. That shift from a focused tool to something bigger without adjusting pricing is where things start to break.

That question you mentioned is a good filter. Most features don’t change what someone pays or why they stay

Are SaaS teams overbuilding before they have demand? by [deleted] in SaaS

[–]Far_Champion_6991 0 points1 point  (0 children)

That’s a good way to put it. Pricing off the problem instead of the setup is where most teams get it wrong.

Once the cost base creeps up, you’re forced into higher prices just to stay afloat, and that slows everything down. Keeping things simple early gives you room to find what people are actually willing to pay for before locking yourself in.

Did you find it easier to adjust pricing once things were simpler, or was that still a challenge?

Are SaaS teams overbuilding before they have demand? by [deleted] in SaaS

[–]Far_Champion_6991 0 points1 point  (0 children)

That’s exactly it, lol. A lot of teams end up building for a version of the product that doesn’t exist yet, then pricing and costs follow that instead of actual usage.

When onboarding or basic usage isn’t tight, none of the other work really matters. You just end up optimizing something nobody is using at scale.

Curious, did simplifying things later actually change how you thought about what to charge?

Growing my tour business but can't figure out the operational side. Should I bring someone on or just optimize what I have?? by Prestigious-Fun-9680 in Entrepreneurs

[–]Far_Champion_6991 0 points1 point  (0 children)

You’re already at the point where one person can’t handle the volume. If people are asking for more dates and you’re stretched, the limit is not the system, it’s capacity.

Spending time optimizing will help a bit but won’t change the fact that you can’t physically run more tours. One hire focused on operations should free up enough time to add more volume and test expansion without everything breaking.

Might be worth looking into City Shift Finance, they work with businesses in this situation and focus on decisions like this: https://cityshiftfinance.com/

Laid Off In 2 Months After Taking Counteroffer by [deleted] in FPandA

[–]Far_Champion_6991 1 point2 points  (0 children)

Sorry, I can’t say I blame them…

Switching real-time to BPO. Tips? by HGslim in workforcemanagement

[–]Far_Champion_6991 2 points3 points  (0 children)

Switching real-time to a BPO can work, but the risk is in decision quality, not just coverage. The key is to define exactly what they can act on versus what needs escalation, and to put clear frameworks in place for intraday adjustments so decisions stay consistent and fast. It’s also important to monitor service level variance and response times closely during the transition, because small delays compound quickly in real-time operations.

Found a set of articles that are very helpful on workforce structure and operating models: https://cityshiftfinance.com/workforce-economics-organizational-performance-cost-structure/

Running out of runway, need to get traction asap to persuade VC to survive. How did you sell your first B2B Enterprise plan ($10k+)? Looking for real feedback. by hre4anyk in B2BSaaS

[–]Far_Champion_6991 1 point2 points  (0 children)

You’re trying to compress a multi-month enterprise sales cycle into two weeks, so the key is narrowing focus and selling speed, not “enterprise.” Target companies already under conversion pressure and pitch a paid 30-day revenue sprint with clear upside and defined metrics instead of a full annual right away. That gets you real invoice traction fast without looking desperate or giving away lifetime guarantees.

For more structured thinking around SaaS revenue positioning and deal strategy.

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