GTM-focused SaaS Advisor and Board Member

I am a go-to-market-focused technology executive and board member with over 20 years experience leading SaaS companies.  

I have led product, marketing, sales, and customer success, and twice I have run companies as CEO.  Along the way I have served formally on 4 boards of directors (including one public company), 7 advisory boards and 3 non-profit boards.

As part of these roles, I have helped to:

* Sell 5 companies (to Oracle, Amazon, Aurea, Maritz, and NonProfitEZ)
* Secure over $100M in equity financing (series Seed, A, B, C)
* Acquire and integrate 5 companies
* Manage small and large quotas (up to $300M)
* Launch dozens of products
* Get two products to profitability on a pure PLG / self-serve basis
* Grow multiple companies at 50%+ growth rates
* Restructure / downsize multiple companies
* Hire hundreds of people
* Create over $1B of shareholder value

I am now 100% focused on teaching, writing, investing and advising.  

As the Executive Chairman of Winning by Design, I work with leadership teams to optimize go-to-market strategies, product development, and customer success.  As an active board member and advisor, I focus on product development and corporate strategy.  As a professor at BYU's Marriott School of Business I teach Product-led Growth, B2B Sales & Marketing, and Career Strategy.

I recently published my first book with Stanford University Press:  FREEMIUM, available from all book retailers.

I am proud to serve as a formal advisor to Mercato Partners, Pledge, Terrett, and ProAI, and an informal advisor to other entrepreneurs and business leaders changing the world.

My mission is to empower the next generation of software leaders and entrepreneurs to create value for their customers and for society.

Dave Boyce

No one has it figured out. 

Since AI changed everything about how customers discover, buy, and use your product, you have to go back to being the "chief figure it out" officer.

"Working harder" on yesterday's playbooks won't cut it.

But to figure it out, you need an experimental framework.  This is what I laid out in my book FREEMIUM, and I recently discussed it at length with Craig Taylor on his podcast, Truth, Lies & B2B Growth.

You can find the full episode on my SubStack:  ProductLedGTM.

XOXO,

-db

Collin Cadmus

I'm Collin Cadmus, a lifelong Salesperson, 5x Sales & Marketing Leader, CRO, VP Sales, and industry thought leader. I've hired and trained over 300 B2B Salespeople, generating over $100M in recurring revenue and over $300M in exits. 

With over 10 years of experience building and scaling SaaS sales teams, I now serve as a Consultant, Strategic Advisor, and Sales Coach to top SaaS companies around the world. 

Stats:
Aircall → Valued at $1.1B
Doctor.com → Acquired for $150M+
SinglePlatform → Acquired for $100M

Links:
collincadmus.com
youtube.com/@collin-cadmus
x.com/collincadmus
instagram.com/collincadmus
tiktok.com/@collincadmus

Advisor

Goodbye spreadsheets, hello Spiff. With Spiff your commissions are automatically calculated in real time, displayed on beautiful dashboards, and integrated with your CRM. I would’ve saved countless hours as a VP Sales with this incredible new tool. Every sales org needs this.

I'm coaching 3 CEOs who fired their VP Sales at the start of Q1.

I've had the same conversation with each of them and diagnosed them all with what I'm calling Product Value Denial (PVD).

Product Value Denial is when a founder believes their product is exponentially more valuable than their customers or prospects think it is.

They focus their attention on the few happy customers they have and utilize this to reassure themselves their product is excellent.

They think... we just need more of those customers! They must exist!

They ignore all prospects and customers who dislike their product.

They believe "I am right and they are wrong".

This level of denial is a delusion.

The outcome for these 3 companies, unfortunately has been continued decline in revenue after letting go of their VP Sales.

The internal conflict has grown substantially because it turns out the VPs were actually making a bad situation better, to the extent they could.

If you're struggling to hit your sales targets, I implore you to be brutally honest with yourself and USE DATA to determine what's actually wrong.

The data I'm referring to is not your sales and revenue report... it's your churn reasons and lost deal reasons.

Those data points will always tell you why you're missing your revenue target.

The WHY is far more important than the WHAT.

If your product isn't amazing... stop blaming salespeople and leaders.

You can't fix a weak product with a strong sales leader.

One doesn't compensate for the other.

5x Sales Leader / 2 Exits / VP Sales / CRO / Consultant / Advisor / Coach / collincadmus.com

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