bolt.new hit $20M ARR 60 days after launch. Replit went from $10M to $100M ARR in 5.5 months. And Lovable hit $100M ARR in just 8 months. They’re the fastest-growing companies because they: Stack failures at unprecedented speed. They fail fast, learn faster, iterate fastest. At Landbase, we’ve rebuilt our platform 3 times in 18 months. Each rebuild was technically a “failure”. But each one taught us something. Here’s what we learned about stacking failures: - Set your ego aside. Every failure is data. - The faster you fail, the faster you find what works. - But don’t just fail. Dissect WHY based on first principles. - And if you stack enough small failures, you’ll avoid the big one. The companies crushing it today… Failed the most. Failed the fastest. And learned the most from each one. The biggest competitive advantage you can have is failing faster than everyone else.

Stripe’s IPO isn’t about money. It’s about maturity. The fintech era is entering its accountability phase, and only real operators will survive the spotlight. GrowthShark helps founders scale operations that hold up when private comfort turns into public pressure. #StripeIPO #GrowthShark #FintechStrategy #PublicMarkets #SustainableGrowth #ScaleSmart

If I started a company today, what tech stack would I pick? At Decimal we've: - Worked with thousands of companies, - Processed almost a billion dollars in transactions, - Paid thousands of our client's employees, - Processed hundreds of thousands of bills - Worked with dozens of the software products We've even started firms. Here's the tech stack I would pick if I started a business today - Ledger: Puzzle 🧩🚀 or Rillet - Payroll: Gusto or Rippling - Bill pay: Ramp - Expenses: Ramp (Brex would be on my list here too!) - Revenue: Stripe - IT/Device Management: Rippling - Banking: Mercury - One click banking/ledger: Brex/Puzzle 🧩🚀 partnership! What did I miss? Where did I go wrong?

John Collison, co-founder of Stripe, on: 1) the virtue of making the best of the situation you find yourself in, 2) a maniacal focus on customers, and 3) not giving up. Stripe only had 50 users two years after founding (2009). So, they focused on giving those few users absolutely the best service and product they could. Those 50 users in some ways were the co-developers of the product and were instrumental in making a boring product like payment processing hip. The rest is start-up history. In 2025, Stripe is valued at $91.5 billion, while estimated year-end revenues are $19.4 billion. They processed $19.4 billion in payments in 2024. “We started working on Stripe in the Fall of 2009, and we launched Stripe in September 2011,” John Collison reflects. “I remember right at the beginning when we were starting it I said to Patrick [Collison], ‘Yeah let’s do it. How hard can it be?’ Which gives you a sense of our mindset. And the answer was: two years of difficulty. We had not predicted that.” “When you spend two years getting 50 users, it doesn’t feel like a whole lot of progress. It feels like things are going pretty slow.” “If you’re working on a startup that’s a bad idea, it’s going to feel like slow-going. But if you’re working on a startup that’s a good idea, it may feel like slow-going too.” However, that slow growth was instrumental in Stripe's success. “I think the thing that allowed us to take off in the subsequent years was the fact that since we were spending so much time on each one of those users; since we were hyper-focused on building a great product; and since we weren’t dealing with problems of scale yet, that allowed us to build the product that we wanted. Part of the culture that set in really early on was taking abnormally good care of those early users.”

Revenue leakage doesn’t usually show up as one big loss. It slips in quietly through discounts without guardrails, fragmented approvals, or contracts that don’t match billing. The impact? Slower deals, shrinking margins, and frustrated teams. That’s why Bolt Today’s Intelligent Revenue Management framework focuses on fixing the root causes: ✔ Strong pricing and discount controls ✔ Streamlined, automated approvals ✔ Unified contract-to-billing processes The result is simple: fewer leaks, faster cycles, and revenue that leaders can trust. . . . #RevenueManagement #RevenueLeakage #SalesExcellence #BusinessGrowth #SalesOptimization #CPQSolutions #RevOps #BoltToday #DigitalTransformation #ProcessAutomation #SalesAutomation

Are you curious about how divesting non-core assets through a spin-off can sharpen your company's focus and improve performance? In today's fast-paced business world, many companies are taking a hard look at their strategic priorities. That's where the power of a spin-off comes into play! When executed properly, spinning off non-core assets is more than just streamlining operations; it represents a strategic shift that can unlock potential in surprising ways. Here are a few benefits of spin-offs: - You can concentrate on your core strengths - Resources can be allocated more efficiently - Innovation can thrive in newly independent companies A great example of this is when eBay and PayPal split their operations, resulting in improved growth for both companies. Have you thought about how a spin-off might transform your corporate strategy? Let’s chat about how divesting can provide clarity and enhance your overall performance. I invite you to share your experiences or thoughts in the comments below! What challenges have you faced during such transitions, and what valuable lessons have you learned? If you'd prefer to discuss this one-on-one, feel free to schedule a call with me here: https://lnkd.in/dRF3aVWT #CorporateStrategy #BusinessGrowth #SpinOff #PerformanceEnhancement #StartupSuccess

Raising $150M for Breather taught me one thing: Founders keep making the same mistakes. Here’s how you can skip them: 1. Don’t copy the giants. Netflix and Amazon aren’t your blueprint. They’re outliers. Focus on your market, your product, and your customers. Chart your own path. Become your own outlier. 2. B2B > B2C (in most cases). B2C is tough. I’ve watched founders switch to B2B and immediately close significant deals and improve cashflow and survivability. It might not be as glamorous, but it’s often more stable and scalable. 3. More money, more problems. Founders think each round of funding will be as simple as the seed round. The reality is, with every round (Series A, B, C) expectations and metrics get higher, and the pressure intensifies. Exponentially so.

💡 Stripe's Acquisition of Okay: A New Era in Developer Productivity Stripe is investing in developer experience with its recent Okay acquisition. Find out what this means for engineering teams and why productivity metrics are now key to driving tech business success. Read full article here: https://lnkd.in/dbz6DRSE #Stripe #DevTools #Productivity #DeveloperExperience #TechBusiness #Engineering #Fintech #StartupNews #Teamwork

WHY WE REDESIGNED AN ENTIRE FEATURE JUST TO SAVE USERS 2 CLICKS It was just 2 extra taps. Nothing serious. But when we watched vendors use the platform in real time… We saw the frustration. One vendor said: “I dey always forget that second button. E just too long.” So we changed it. Reduced 3 steps to 1. Moved the most-used action to the top. Pre-filled fields automatically. And the results? ✅ Completion rates jumped ✅ Drop-offs reduced ✅ Support messages on that feature disappeared All for just 2 clicks. In a startup, little frictions add up. Small pain points become daily obstacles. One thing we've learnt over and over again is that THE WIN IS IN THE TINY FIXES!