Alex Boyd

ViewExport

I run the commercial and business operations side of the company. Actively looking to partner with more law firms, eDiscovery providers, data forensics companies, and other folks interested in legaltech!

Co-Founder

Wildfront

Unique hybrid of SaaS and B2B cash flow generation, investment, and capital allocation.

Current Projects: ViewExport.com, BrandedCharts.com, AtticusAgency.com, TheDealLab.com, UnlockedAuthority.com

Also helped build:
Aware (useaware.co): 2024 - 2025
RevenueZen (revenuezen.com): 2017 - 2023, Founder and CEO, Exited to Onfolio
Hiline (hiline.co): 2021 - 2023, Exited to Red Iron Group
Paramark (paramark.com): 2023 - Present
Fathom AI (fathom.video): 2021 - Present
Juno (junokids.com): 2021 - Present
RallyBright (rallybright.com): 2021 - Present
Classavo (classavo.com): 2021 - Present

Aware Technologies

Built a social media management tool to 1000+ paid users and $360k run rate.

RevenueZen

RevenueZen is a B2B SEO and content marketing agency. We'll drive demand and lead gen for your company. You must:

1. Have at least one strong marketer on your team or division that we'll be working with
2. Be a SaaS brand or B2B Services company (we don't do e-commerce)
3. Understand your ICP and who you want to target
4. Be comfortable with a higher content production velocity than you may be used to

We look forward to hearing from you: https://revenuezen.com

Co-Founder (Exited to Onfolio)

inDinero

I drove growth through an obsession with metrics, ruthlessly obliterated the existing high churn that was related to sales' expectation-setting, and turned what seemed like big sales ops problems into simple solutions.  Turned around a struggling SDR team, and played the ukelele in the office to my coworkers' dismay (delight?). Grew my career reporting to Jessica Mah.

$5M in new business from the team I built in 2016.  100% y/y growth. Located in Portland, OR.  Hired & led a team of 10+ AEs distributed across SF/NY/PDX, and 8+ SDRs based in PDX.

Director of Growth

Closed $1.3M in new SMB business through personal sales efforts, dramatically exceeding quota. I found business through a combination of deep partner relationships, outbound prospecting, and a mastery of discovery and education. My sales style was very focused on product knowledge. I helped founders grow and networked with the coolest, hungriest startups I could find.

Sr. Account Executive

FXCM

Built up and managed a significant book of deep client relationships; was responsible for both new business and revenue retention.

Mentored other brokers in multiple departments, frequently tutored junior reps and presented my techniques as well as investment ideas in company-wide sales meetings, to help others learn.

Consistent ultra-top performer; frequent "Rep of the month" broker contest winner for most new business including one 6-month-straight streak, and became a leader even without being a manager, to my fellow individual sales contributors.

FX Broker

Agency & SaaS Founder || Driving Sustainable, Healthy Growth @ RevenueZen & Aware

Building:
→ ViewExport.com: Slack eDiscovery tool for IT and legal teams
→ DomainStorm.io: Free domain finder with availability checking
→ ChurnZap.com: Improve your SaaS retention rate
→ LegalTechTitan.com: Directory for all things legal and compliance tech
→ RevenueZen.com: SEO/GEO agency for B2B SaaS and services
→ TheDealLab.com: Helping scale-ups find message/market fit through outbound
→ AtticusAgency.com LinkedIn lead gen AI system implementer
→ UnlockedAuthority.com: LinkedIn ghostwriting and lead gen agency
→ NotesFilter.com: Substack efficiency app
→ BrandedCharts.com: On-brand chart creator for content marketing

Acquiring:
→ Small SaaS products

Investing in:
→ B2B agencies, services companies, local/trade businesses

Grow your LinkedIn audience insanely fast with better engagement feeds for commenting, CRM sync, performance analytics, and much more.

Start a free no-hassle trial at useaware.co

Hi, I'm Alex!

I co-own a SaaS holding company, Wildfront.co, with my partner Mac. We'd like to acquire your small SaaS company (or newsletter, or marketing site).

If we're not a good fit, we have a great network of buyers who might be ideal for you to work with.

We're looking at a maximum of $1M ARR - but if you're above that, I'll still help you find the right acquirer.

(We'll also look all the way down to $15k ARR, however!)

If you run a newsletter or marketing site, we'll value it in part based on revenue and partially based on subscriber engagement/organic traffic.

Please DM me if this sounds like you, or if you have a recommendation on who in your network we should reach out to.

Happy Holidays 🦃

Cofounder @ Wildfront: Building ViewExport, investing in small businesses, growing SaaS companies

I am thankful to be alive, healthy, and happy.

To have enjoyed decades of life so far.

To have an amazing wife, business partner, family, community, friends, and cat.

To be doing work I love, where I truly 'tap dance to the office' every day.

I am thankful for all of you whose lives and careers I have touched in some way, and who have touched mine.

Happy Thanksgiving!

If we don't KNOW you, we can't TRUST you.

So worry less about perfecting your copywriting, and be more concerned with the deep relationships you are developing.

Creating a better and better AI prompt to write your content for you is fine.

But it's very easy to get lost in hacking and vibe coding, when what you really need to do is:

Go shake some hands and support some people in your industry.

AI hype makes a lot of founders secretly feel like failures.

I'm here to tell you: that's big, stinking pile of head trash.

Yes: we have made millions in business. And yes, we do use LLM tools often.

But these are just SOME of the jobs we do every week that AI can't be trusted with:

SEO
Link building
Cybsersecurity
Content writing
Lead generation
Networking calls
Content strategy
Affiliate nurturing
Founder coaching
Vendor negotiation
Journalist outreach
Financial modelling
Customer empathy
Community building
Guest post authoring
Social media strategy
Product management
Investment management
Customer phone support
Sales contract negotiation
Partner commission payouts
Debugging AI spaghetti code
Strategic narrative development

→ AI can't join an enterprise committee buying call and read the politics between three decision makers.
→ AI can’t look a founder in the eye and tell them the story they're trapped in is keeping them stuck.
→ AI can't negotiate a better relationship between the sales and marketing departments.

Look:

It's not my job to predict whether there will be a day when AI is autonomously running the world. (Though I believe that day will never come.)

Instead, I want to help you rise above the trough of AI disillusionment:

95% of what you need to build a real business is the same as it's always been:
→ good strategy
→ relentless execution
→ willingness to adapt
→ enough self-care to stay sane

Maybe a few % of it is "understanding the latest AI tools".

AI is not a strategy. It's a tool inside a strategy.

Don't forget the fundamentals.

Rise above the noise.

--

If this resonated, I write deep-dive essays on SaaS, growth, and founder psychology:
→ wildfront.substack.com

If you insist on "doing discovery on me" before a software demo:

1. Your "discovery" is boilerplate
2. You should have done basic research with ChatGPT
3. I already told your SDR all of this information
4. I previously already told your online chat rep this information
5. Your insistence on sticking to the script is abrasive

Trust me.

I know what I am looking for (and already told your team what that was). I just want to see the product and ask a few straightforward questions, then get a quote.

If you make my life harder than it has to be because of your all-important sales process, I will just (a) not buy from you, and (b) call it a day and go have a coffee.

If this horse sh!t is what AI is disrupting, then good riddance to it.

--

Ok, I don't want to just be negative without offering a solution.

Here's a better list of what to do instead:

1. Ask the SDR for a transcript of what was already discussed
2. Feed that into ChatGPT or whatever CRM AI you have, to give you meeting prep notes
3. Sum up those notes for your prospect so they know you've put in the effort, and only then ask anything that might be missing from those notes (at this point, they will gladly answer)
4. Suggest the most relevant features to cover in a demo, and when they agree, do a brief demo of those features. Ensure you have an understanding of whether and how your product may meet their needs (or not).
5. Q&A, pricing, next steps

Thanks, and can we please evolve how we sell software?

I don’t actually “build brand”. 
 
What I DO is: I make and keep promises. 
 
And if I ever lapse on that? I apologize and explain. 
 
There's something delightful about a world where we don't just: 
→ hustle for every dollar 
→ automate everything 
→ avoid talking to customers 
→ make money then get out 
 
Look, there's a nuance here: 
 
Automation isn't inherently bad. But when you try to put a robot between you and the people you're serving, it isn't great. 
 
(Pro tip: focus your AI and automation efforts on BACK office, not so much the FRONT office - unless you're really picking and choosing the places where personal touch doesn't matter as much)
 
The core of doing good business is integrity: 
 
• Did you set good expectations? 
• And did you do your damndest to deliver? 
 
I don't think the age of Internet and LLMs means we should fundamentally disregard that.
 
There's something delightfully Benjamin Franklin-y about minding your business, doing good work, serving others. 
 
(Something to think about as you plan a 14-step Miro board for how you're going to build brand awareness for your AI product next month, mostly from behind your keyboard.) 
 
— 
 
Thanks for reading 🙏 If you haven't subscribed to the Wildfront founder newsletter yet, I think you'll love it. Consider getting our entrepreneurship stories and tactics in your inbox. Use the link at the top of this post to sign up at wildfront[.]substack[.]com

I'm branching out from LinkedIn. Who here is on Substack?

Drop your Substack URL below and let's connect!

--

Going forward, I'll be publishing our best long-form Founder/Entrepreneur content in our newsletter:

→ live growth experiments from founders who've scaled to $250k+ MRR
→ acquisitions
→ financial updates
→ fresh thinking

Sign up here: wildfront.substack.com

Here are some of the asset classes I've invested in and what I think of them so far (relatively early in my journey as an investor).


TECH STARTUPS

I've some done angel investing, and I don't prefer it. I probably won't get back into it for 5+ years. Why? Well, it's awkward cash flow-wise: tech startups pay zero dividends throughout the investment hold period, each deal is very likely to go to $0, and you can't pledge the angel investments as collateral if you want to raise cash. If you have *excellent* deal flow and proximity to the top 0.1% of founders globally (not me), then you are probably a good fit for angel investing. I'm positive on the whole with these deals, which is great, but I don't see any of that for a long time.


SERVICES COMPANIES

Probably my favorite so far, but hard to scale. At Wildfront we like investing in B2B services companies that not only can grow their valuation quite a bit (including with our help), but they also pump out cash flow throughout. This is very convenient when you want to reinvest a lot of cash flow in your business and don't want to have to sell shares to do it.


REAL ESTATE

I say services companies are my favorite, but dollar for dollar we've put more money into private real estate deals than into small businesses. Yes, you have illiquidity, and you'll never return 10x (or even likely 5x) on a real estate deal, but unless it's a ground-up development project, you're going to cash flow throughout in a very healthy way, with some tax deferral advantages that increase IRR.


TRADITIONAL INVESTMENTS

Nothing at all wrong with traditional investments (public equities, fixed income, etc). We have plenty and they're so flexible that I usually park smaller chunks of new money here, before doing a private deal. We're annoying to some investors in that we like BDCs, CEFs, and other lightly-leveraged fixed income (but not covered call funds). Again, the theme here as an entrepreneur with a lumpier cash flow profile from business, is: cash flow from the investment portfolio really rocks.

--

To illustrate the point, this chart is an example B2B Services Business + Real Estate portfolio, allocated 2/3 to agencies and 1/3 to core/value-add real estate.

(The chart is somewhat misleading because the S&P is marked to market every second and private investments are not. But where you end up over the long term is still important.)


Looking for more info on this?

To learn about the real estate side of things, consider following Arie van Gemeren, CFA, Denis Shapiro, PPR Capital Management, Origin Investments, or other high-quality operators.

To learn about investing in small business private equity, LLCs, SaaS companies, and acquisitions in general, click the "View My Newsletter" link at the top of this post and subscribe to get emails from Wildfront.

Fun fact: if you go to your ChatGPT subscription area and click "Cancel", you'll get a free month offered to you.

Interesting to watch as Sam Altman cries "code red" on the state of ChatGPT vs Google Gemini.

“It seems like people only take ownership when they have significant, meaningful equity.”

AKA: if you want someone to treat the business like their own, you’d better hand them a big slice of the pie.

I disagreed pretty quickly when I heard this.

Yes, some big name founders are getting a startup off the ground in a way that literally nobody else could do. (Uber, Airbnb, etc.)

But I still don’t believe we should infer universal rules about hiring from the few colorful case studies that became household names.

I can think of three reasons why.

1. THE MATH RUNS OUT

You can either sell a false vision of what constitutes a "meaningful" equity stake (0.05% is not meaningful), or you run out of cap table pretty quick. If we only solve our hiring problems by handing out big share grants, then that tap will run dry after one or two hires. If I go overboard on equity a couple of times, my cap table is toast. Better to develop a talent system that doesn’t require such enormous outlays.

2. THEY MAY NOT WANT IT

I don’t always want to marry the future of my business to someone just because they are great at their specific job. Sometimes I want to work with someone and pay them well, and that's also what they want from me.

Founders have a distorted risk and return profile, different from most: even in a cash-flowing, bootstrapped SaaS environment (which is what I operate in), salary is almost never the primary way that a founder gets paid. Upside is. Yet barring some sales roles, most people prefer a strong base salary as the main aspect of their comp.

3. NON-FOUNDERS SPECIALIZE WELL

Many top-tier people bring an even greater level of skill and commitment to their craft than founders do, but without the founder title. As a founder I have to spread myself across a dozen functions because I must, but a great engineer or marketer can focus entirely on mastering one area.

Also: people like me, who can set our sights on potential liquidity events far in the future, often assume others' motivations are wired the same way. But they're usually not, and we're liable to disappoint people who aren't motivated along the same mechanics.

--

So what's the answer? Well... recruiting. But it's more than just talking to a lot of candidates. (And I ran out of characters here, anyway.)

Instead:

Click the link above this post to subscribe to our SaaS founder newsletter, where we fully unpack the solution to this problem :)

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