ProductHub

Product Teams use ProductHub to build, manage and monitor Outcome Based Product Roadmaps. They gather, validate, and monitor ideas, clearly defining outcomes and assessing business impact early—before investing time and resources.

Co-founder & CEO

Scale Force

We perform in-depth SaaS Due Diligence & Acceleration for Product and Tech. As successful SaaS entrepreneurs, we support VC, PE and companies in SaaS to minimize investment risk and maximize ROI. 

We work globally and have done over 75 DD's, provided over 1000 advisories and have 100% repeat assignments.

Co-Founder

Whatagraph

Whatagraph is an online tool that automatically converts website & social media data into visual, simple and understandable infographic reports. I met the Whatagraph team during the Rockstart 2017 program where I had the opportunity to be one of their mentors. The team has done an incredible job scaling their SaaS company. I advice the team on strategic and tactical product and technology matters in relation to the commercial goals.

Advisory board member

inSided

With the rise of subscription based revenue models, keeping and growing existing customer is crucial. InSided provides a platform to drive Customer Success and therefore retain and grow customers. We do this by increasing self service, customer engagement and product feedback.

The inSided platform powers many successful brands - attracting millions of visitors. The platform is used by B2B companies like Gainsight, Mixpanel, Zapier, Nutanix, IFS and Miro -- and B2C companies like T-Mobile, Sonos, Coursera, Deezer, Kaspersky and Telefonica. We are an experienced team with community building firmly rooted in our DNA. Our growth in the journey towards global market leadership has been rewarded with many awards like Deloitte Fast50 and Fast500 awards.

Co-founder & CTO - Acquired by Gainsight (2022)

Pocketinfo

Pocketinfo is the largest community within Benelux on mobile products, services and software. Delivering curated knowledge, content and insights to telecom providers and (mobile) product brands to power their knowledge base and support teams.

CEO & Co-founder - Acquired by a publishing company (2011)

With over 20 years of experience in building and growing technology-driven solutions, I am a co-founder and CEO of ProductHub, the product ROI intelligence platform. ProductHub helps product leaders and their teams create, execute, and track ROI-driven product roadmaps across all departments and supporting tools. Our customers experience a 50% decrease in product waste, reduction in time to value, and significant product ROI increase.

As a commercially driven and communicative product and technology nerd, I love to work with other teams like marketing, sales, and customer success. I also leverage my operator experience to perform in-depth SaaS due diligence and acceleration for product and tech, supporting VC, PE, and companies in SaaS to minimize investment risk and maximize ROI. Additionally, I am an angel investor and advisor for several SaaS companies.

Wouter Neyndorff

Value Inspiration

I work directly with Sales-led SaaS CEOs to fix the positioning that’s holding back their win rates.

Here’s what’s happened after we’ve worked together:

Sana Commerce – Before: Seen as “nice to have,” stalled deals, missed targets.
After: Win rates up, cycles shorter, +20% deal size.

Arrow Labs – Before: Noisy pipeline, no repeatability, weak forecasting.
After: Win rate 30% → 60%, cycles 3–4× faster, scalable GTM in <12 months.

SwipeGuide – Before: Hard to attract qualified leads, long cycles, high-friction deals.
After: 2× more deals closed, ideal buyers book demos, faster cycles.

Wolters Kluwer – Before: Ghosting, heavy discounting, losing to weaker vendors.
After: Win rate doubled YoY, +42% deal size, 30% shorter cycles.

What changed?

Not features. Not more reps.
We fixed the real bottleneck: SaaS product positioning that wasn’t doing its job.

And that’s exactly what we do in ⚙️ The Growth Catalyst – A 3-phase transformation for SaaS CEOs when growth stalls — but the product shouldn’t be the problem:

1️⃣ Value Foundation – Reposition your SaaS product as the only logical choice with a value proposition your team can use in sales conversations.
2️⃣ Volume Accelerator – Embed positioning into sales enablement, discovery calls, and closing so reps qualify faster, lead stronger conversations, and close with confidence.
3️⃣ Viability Multiplier – Align product, marketing, and sales so positioning drives predictable growth and long-term momentum.

💬 “Hands-on. Sharp. Outcome-focused. Ton doesn’t stop until it works.”
💬 “From 5% to 40% win rate. Doubled our revenue.”
💬 “We now get shortlisted — and close faster, with fewer discounts.”

Curious if this could work for your SaaS scaleup?
📩 DM me the word RESULTS or visit → valueinspiration.com/growthcatalyst

Founder

Seedstars

Mentor to founders of Sales-led SaaS scaleups in the Seedstars portfolio, helping them overcome growth stalls by diagnosing positioning gaps, clarifying ICP, and embedding go-to-market strategies that scale.

Mentor Seedstars

Techstars

Advise Techstars SaaS founders on positioning, market entry, and scaling sales-led go-to-market models — with a focus on increasing win rates and accelerating revenue growth.

Mentor Techstars

Palo Alto Strategy Group

Provide strategic advisory for portfolio companies, with a focus on differentiation, market positioning, and scaling revenue operations.

Executive Strategist

Unit4

Led strategic evangelism for Unit4’s enterprise solutions, shaping positioning and market perception across global markets.

Chief Evangelist

Directed global product marketing strategy, aligning GTM execution across 25+ countries.

Global Head of Product Marketing

Oversaw product strategy and marketing for a global ERP portfolio, driving competitive differentiation and market share growth.

VP Product & Product Marketing

Product Marketing Manager Agresso

Product Marketing Manager Multivers

Dealermanager

Positioning for Sales-Led SaaS companies | My clients win 6+ out of 10 deals, in 3x less time, at 40%+ higher value using my 4-week "Pressure Cooker" program.

Tired of losing to better-funded US competitors? 
Stuck at 20–30% win rates? 
I help Sales-led SaaS scaleups reach 60%+ — without new features or price cuts. Unlike consultants who deliver frameworks and disappear, I stay until your revenue proves it works

The symptoms I fix:
- Sales teams explain features, not why you're the only logical choice
- Losing to "do nothing" more than competitors
- Discounting because you can't create urgency

If you're closing less than 60% of qualified deals, we should talk.

Like Arrow Labs CEO Rami Darwish:

"My mind was stuck on the solution. Ton kept reframing me out of it by constantly asking 'who cares? Why is that important?'
It was annoying. It pissed me off several times. But that's exactly what I needed.
Win rates jumped from 30% to 60%, cycles were 3-4× faster. Now there are fewer competitors because we're his people, not just another option."

The root cause? 
Almost always the same: positioning confusion.

After 30 years in enterprise software, I've codified what separates remarkable companies from the rest in my book The Remarkable Effect.

From "just another option" → must-have choice for the right customers.

Not with decks. Not with theory.
With positioning your sales team wants to use — because they can confidently explain how you're different, why that matters, and close more deals.

I stay until your revenue proves it works. 
That's why my fees are tied to your actual growth, not just deliverables.
Because outcomes > input.

What your peer CEOs say:
- "No BS. Outcome-obsessed."
- "Laser-sharp pipeline. Doubled our win rate."
- "Not just advice — Ton stays until it works."

I'm Ton — son of a Dutch tulip farmer who believes in funding freedom over funding desperation. Now based in sunny Jávea, Spain.
Host of the weekly Remarkable SaaS podcast and creator of the Growth Catalyst Program.

Start here → valueinspiration.com/growthcatalyst
Or DM me for a no-pitch sanity check.

Ton Dobbe 🔆

Same price. Same demo. Two completely different reactions.

First CEO: "Too expensive."
Second CEO: "That's cheap."

What changed?

The first thinks you're replacing spreadsheets.
The second knows you're preventing $2M mistakes.

Your pricing isn't the problem. 
The clarity of your problem definition is.

Losing to better-funded US competitors? I help SaaS scaleups 2x win rates—with shorter sales cycles and zero discounting → valueinspiration.com/growthcatalyst

"Why are most SaaS companies afraid of guarantees?" Mark Stiving, Ph.D. asked me.

Standard answer: "Because implementation might fail."
Real answer: "Because it would expose that your company isn't aligned."

Sales sells what you can't prove. 
Marketing attracts who you can't serve. 
Implementation cleans up the mess. 
R&D builds without knowing the target.

Put in a guarantee, and all of that stops working.

Not because your product is weak.

Because a guarantee forces everyone to agree on what you can actually deliver.

Sales can only sell what you can prove. 
Marketing can only attract who you'll serve. 
Implementation knows exactly what to build toward. 
R&D has a clear target.

The whole company sharpens.

Average software companies see guarantees as risk. 
Remarkable software companies see guarantees as moat strengtheners

How did we go from losing to Oracle and SAP... to having them qualify themselves OUT of deals? 

In this short video, I share a lesson from my ERP days about how we turned an "unfair" battle into an 8/10 win rate against tech giants. 

It wasn't about bigger budgets. 
It was about sharper positioning. 

Still one of the most important lessons I carry with me today.

Mariano García-Valiño bought companies when his investors told him he was too small for M&A.

"No company in your stage does acquisitions."

His response: "90% of companies at my stage fail. Why would I copy them?"

Result: Built a healthcare business model no one else was targeting. 100,000+ lives under management in 4 years.

Average software companies try to beat competitors at their own game.
Remarkable software companies play a different game entirely.

This is Trait 3 from The Remarkable Effect: Be different, not just better.

New logo.
New colors.
New website.
New tagline.

The board loved it.
The team was energized.

Six months later:

Win rates still dropping.
Sales cycles still long.
Discounts still climbing.

The rebrand made confusion prettier.
It didn't fix it.

Here's what nobody wanted to admit:

If your ICP is blurry, even the best rebrand can't save you.
If 10 people in your company give 10 different answers to "why are we the only logical choice?" - a new logo won't change that.

You can't design your way out of a strategy problem.

Your ICP drift didn't start at €20M.
It started with customer #29.

Three years ago. €45K ARR. 
"Close enough" to your ICP. 
Sales needed the deal to hit quarterly target. 
Board was pushing for €5M.

You debated it. 
Then you said yes.

Here's what happened next:

Month 1: They needed one custom workflow. Sales promised it. Product built it.
Month 3: You closed 3 more like them. Now you have a "mini-vertical" that wasn't in your strategy.
Month 6: Your roadmap has 8 items for this segment. Your original ICP gets 3.
Month 12: You hire a salesperson who's good at selling to this segment. They bring more.
Month 18: Two different value propositions. Two different sales pitches. Nobody can explain what you actually do anymore.
Month 24: €15M ARR. Strategic clarity gone.

One "close but not quite" deal.
Three years later, the building collapses.

Average software companies say yes to revenue.
Remarkable software companies protect their foundation.

Their focus: Trait 1 of 10 - Remarkable software companies acknowledge they cannot please everyone.

Rex Kurzius 🐼, Founder of Asset Panda, spent 13 years building without investors.
No board pressure. 
No artificial timelines. 
Just customer revenue funding each next step.

Rex embodies Trait 7 from The Remarkable Effect: Focus on the essence.

Here's what that actually looks like:

- Pivoted three times based on customer needs—not investor demands
- Stopped tracking asset value, started measuring time saved (what customers actually care about)
- Rejected the "48-month exit window" to stay pure solving customer problems
- Calls himself "the turtle in the race" while competitors chase funding rounds
- Built a business that funds itself instead of pitching for the next round

The pattern: While competitors optimize for investor milestones, Rex optimizes for what moves the needle with customers.

Average software companies build for the next funding round. 
Remarkable software companies create funding freedom.

This is one of 10 traits that create software companies we just keep talking about. The traits compound - CEOs who master multiple traits create exponential value.

Links in the first comment.

Published proof: 20% cost savings. 18% mortality reduction. Peer-reviewed study. 

Couldn't sell a single dime for a year. 

Mariano García-Valiño, CEO of Axenya had the clinical results. He had the technology. He had the science. 

What he didn't have: someone who actually cared enough to pay for it. 

- Insurance companies? "We won't benefit in our coverage window." 
- Patients? "Don't trust our employer with health data." 
- Doctors? "Not our budget decision." 

He found employers in Brazil. 
They pay for insurance AND benefit from healthier populations. 

100,000+ lives under management in 4 years. 

Average software companies solve problems people agree exist. 
Remarkable software companies solve problems someone will actually pay to fix. 

This is Trait 2 from The Remarkable Effect: They offer something valuable AND desirable. One of 10 traits that compound to create exponential value. 

Full conversation with Mariano: link in first comment

"Rami, your pipeline looks healthy. What's the problem?" 

His board kept asking. 

Plenty of demos. Plenty of proposals. 
But every deal was a fight. Five competitors on every shortlist. 

So Rami did something that made everyone nervous. 

He started saying no. 
Pipeline vanished. Millions gone. 

"Nerve-wracking," he told me. 

But then: 

Win rate doubled. From 30% to 60%. 
Sales cycles 3-4x shorter. 
Closed the biggest retailer in his region. 

And the best part? 

"No one else was even talking to that guy. We were his people." 

No competition. Because he stopped fighting for deals everyone fights for. 

Average software companies do everything to be better. Remarkable software companies commit to being different - so they become the only logical choice.

Stop asking “What’s our SaaS product worth?”

Start asking “What outcome would make this price feel like a bargain?”

That shift is the difference between defending your price and making it irrelevant.

When you anchor to outcomes instead of features, sales conversations change from negotiation to urgency.

Ask yourself: What would your best customer say your solution is actually worth if they achieved what they’re trying to accomplish?

Last Tuesday's leadership meeting went exactly like the previous six. 
Everyone with a different diagnosis on why growth stalled.

VP Sales wants to restructure comp plans. Add two more AEs.
CFO says the problem is pipeline hygiene and forecasting discipline.
Head of Product says sales just needs better training on the new features.

Everyone pointing at someone else's department.

One CEO ran a simple test.

He asked 10 people privately: "Why are we the only logical choice for our biggest fans?"

He got 10 different answers:

Sales rep #1: "We're for teams who need to move fast" 
Sales rep #2: "Better customer support than alternatives" 
VP Sales: "We're built for compliance-first organizations" 
Marketing: "We democratize access for small teams" 
Product: "We're enterprise-grade infrastructure" 
Customer Success: "We integrate with everything"

Two answers directly contradicted each other.

They were telling some prospects they're fast and lean. 
Telling others they're built for enterprise compliance.

No wonder deals stalled in legal review.

Three years ago, everyone in the company gave the same answer.
Nobody noticed when it changed.

If your team can't agree on what makes you special, 
your prospects won't figure it out for you.

Page three of your roadmap.
That's where the features that would make you incomparable sit.
Always pushed back.

Page one is full. 

AI-powered this. 
Integration with that. 
The module every RFP asks for.

You're building what your biggest competitor is building. 
Except they have 100x your R&D budget.

Every feature you ship, they ship too. 
Every box you check, they check faster.

Six months later: 60 boxes checked. 
Zero competitive advantage gained.

You can't out-feature a competitor with 100x your resources.
But you can out-focus them.

Remarkable software companies focus on the essence - Trait 7 out of 10

You got funded 2 years ago. 
The deck was strong. The vision clear. Investors saw it. 
Now they expect +30% growth for their exit in 2027. 

Not impossible. Not easy. 

You look at your pipeline. Enough volume. But every deal is a fight. 
You look at your win rate. Not bad. But not good enough either. 
You look at your team. They're working hard. Harder than ever. 

And yet you know - without saying it out loud - this isn't going to cut it. 

Not because you're bad. 
But because you're good enough to compete. Not different enough to win. 

You're stuck in the middle. Where everyone fights for the same deals. 

Deep down, you already know what needs to change. 

Average software companies do everything to be better. 
Remarkable software companies commit to being different - so they become the only logical choice.

I recently wrote a long-form essay on how SaaS scaleups drift as they grow - often without even realizing it. 

And then suddenly, it starts to show in the numbers.

Revenue growth slowing from 34% to 21%.
Win rates down from 43% to 19%.
Sales cycles stretched from 3 months to 7+.
Discounts climbing from 8% to 27%.

The odd thing is then that everone has a different opinion on what needs changing.

Your VP Sales says restructure comp plans. 
Your CFO says pipeline hygiene. 
Your Head of Product says better training.

Everyone has a different diagnosis. 
And worse - everyone pointing at someone else's department.

Here's what's often missing:
These number shifts don't indicate you have a sales problem. 
More often than not they indicate you have a strategy problem.

And it started way before the metrics forced you to look.

You're about to sign a big deal. 
But something feels off. 

That addendum with the features they negotiated. 
That "small customization" that'll need your best developers. 
That implementation you already know will be a drag. 

You can see it coming: 

Customer success will lose sleep over them. 
Support will have someone dedicated full-time. 
The renewal? They'll negotiate like their life depends on it. 

Margin killer. 
Focus killer. 

You know all of this. 
You sign anyway. 

Because the number looks good. 
Because the logo looks good. 
Because saying no feels like losing. 

The most expensive deal is the one you should never have signed. 

Remarkable software companies know this. 

They've accepted they can't please everyone. So they don't try.

taplio

The Battle

Wouter Neyndorff

Ton Dobbe 🔆

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