Welcome to Episode 206! Ryan Barretto is the SVP of Global Sales at Sprout Social, a leading provider of social media engagement, advocacy and analytics solutions for business. To date they have raised over $111m in funding from the likes of NEA, Goldman Sachs, and their very recently announced $40m Series D led by Future Fund. At Sprout Social Ryan oversees both the Sales and Customer Success organizations. Prior to Sprout, he was the VP of Global Sales at Pardot–a Salesforce company. At Pardot, Ryan’s team tripled revenue growth in two years, making Pardot one of Salesforce’s fastest growing businesses and during his 10 year tenure at Salesforce he saw the company grow from $180m to $7.5Bn.
In Today’s Episode We Discuss:
* How Ryan made his way into the world of SaaS with Salesforce over 13 years ago? What were some of Ryan’s biggest takeaways from seeing Salesforce scale from $180m to $7.5Bn?
* Why does Ryan think that it is lazy to believe that you have to pick a market and you can’t have them all? How can one approach the element of very different messaging being required for SMB vs enterprise? How can one do both? How does that change the structure of the team? How can one build a product with the simplicity of SMB and functionality of enterprise?
* When it comes to winning the market, what does Ryan mean when he says, “boring is better than sexy?” What are the 4 elements all founders must consider when pricing their SaaS product? Where does Ryan see many go wrong with pricing? When serving SMB, how can one provide enterprise quality customer support? How does Ryan feel about customization? What number justifies it?
* Why does Ryan believe that being good at sales won’t make you a great sales leader? What is needed to make the transition? What can sales reps do to learn and bridge that gap? What has worked for Ryan in the past? Where has Ryan seen many go wrong here? What 3 elements does Ryan look for in all additions to the team?
* What is the number 1 issue that is preventing people building truly diverse teams? How can we change our job descriptions to make the more inclusive? How can we expand our candidate pool to include more diverse people than usual? What can leaders do to build environments of inclusion where people can really bring their full selves to work?
Ryan’s 60 Second SaaStr:
* What does Ryan know now that he wishes he had known at the beginning?
* Sales rep productivity, what is good to Ryan?
* What motto or quote does Ryan frequently revert back to? Why?
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Jason Lemkin
Harry Stebbings
SaaStr
Ryan Barretto
Transcript
Harry Stebbings: A very special day here at the official SaaStr podcast with me, Harry Stebbings, @HStebbings1996 with two Bs on Instagram. Why? Well, it’s the first episode of 2019 and starting as we mean to go on, we have an incredible leader in their field. An individual that saw Salesforce first-hand scale from a $180 million business to a $7.5 billion business over an incredible 10 year tenure. I’m thrilled to welcome Ryan Barretto.
Ryan is the SVP of Global Sales at Sprout Social, a leading provider of social media engagement, advocacy, and analytic solutions for business. To date they’ve raised over $111 million in funding from the likes of NEA, Goldman Sachs, and their very recently announced 40 million series D led by Future Fund. At Sprout Social, Ryan oversees both the sales and the customer success organizations. And prior to Sprout, he was the VP of Global Sales at Pardot, a Salesforce company. And at Pardot Ryan’s team tripled revenue growth in just two years, making Pardot one of Salesforce’s fastest growing business lines. I do also want to say a huge thank you to Jason Lemkin for the intro. I really do, sir, appreciate that my friend.
But you’ve heard quite enough from me. Now I’m thrilled to hand over to Ryan Barretto at Sprout Social.
Ryan, it is absolutely fantastic to have you on the show. As I said, I’m so excited for this one. Thank you so much for joining me today.
Ryan Barretto: Thank you, Harry. I’m excited to be here.
Harry Stebbings: Well, I would love to kick off things today, Ryan, with a little bit about you. Tell me, how did you make your way into most definitely the wonderful world of SaaS and come to be SVP of Sales at Sprout Social?
Ryan Barretto: Thanks, Harry. Since I was a kid I’ve always had this entrepreneurial spirit and love for building things. My friends and family still tease me about the fireworks store I ran out of my house and my bedazzled jeans business. And at the end of 2005 I was winding down my own bootstrap startup that was in the online travel space. I was trying to find something new that wasn’t gonna be your typical corporate job. And I was lucky enough to land an interview with Salesforce.com, who’d just opened an office in Toronto. And at that time they were about 175 million and 800 employees. And I’m a bit embarrassed to admit it now, but I’d never heard of them.
I walked into this amazing waterfront office that only had about 20 people in it but open seating for hundreds. And was so impressed with the confidence they had. They were very clear that their mission was to disrupt and dominate the software industry, which was pretty given that their tagline was No Software. I ended up staying at Salesforce for over 10 years in a variety of roles, helping grow offices and teams across the US and Canada. And it ultimately landed me in Chicago, where I now live.
And my last two years at Salesforce were spent leading the sales organization for Pardot, the marketing automation solution that Salesforce had acquired. And that job gave me access to an amazing founder in Adam Blitzer and the chance to lead a global sales team for a business that was still being run as a startup within Salesforce.
Harry Stebbings: I mean, what an incredible journey that is though, seeing the kind of frontline hyper-growth that’s at Salesforce. Now, I do have to ask before we press on and it’s a question of … Having seen that from the frontline, both with Pardot and Salesforce together over the 10 years, what were some of the biggest takeaways from seeing that scaling into hyper-growth?
Ryan Barretto: There is so much learning and so many amazing people to learn from but I’ll try and narrow it down to two things. The first takeaway would be, be deliberate and explicit about your business plan. Write it down, share the rough draft with your team, debate it, prioritize it. Salesforce called it their V2MOM process and it stood for vision, values, methods, obstacles and metrics. And getting a chance to see Marc Benioff workshop that annual V2MOM with the management team was amazing.
I remember a meeting when Keith Block, who’s now co-CEO, had just started. Marc actually made him go through his V2MOM in front of hundreds of people across our leadership team. And Marc would be jumping in and challenging Keith on the priorities. “Keith, what’s more important? Method two or method three? Method three or method four? Keith, why is three more important than four?” It was actually a little uncomfortable to watch, but it really hammered home that if everything was important, nothing was. And that every single leader in the company needed to invest the same amount of time and energy in their own plans.
The second takeaway I’d say is just be maniacally focused on your customer. And I really believe that Salesforce pioneered the department we now know as customer success. Customers were at the heart of everything that we did. And if you went to Dreamforce you’d see these massive posters of our customers’ faces on the side of Moscone Conference Center with the heading, “Customer Heroes.” Because they truly were the star of the show.
And because the company was so dialed in to what customers wanted they were able to disrupt the industry, all of a sudden they set this expectation that implementation should be fast and painless. A business user should be empowered to configure CRM without IT help. That you should expect free upgrades multiple times a year and that you shouldn’t have to pay for all of it upfront. And it was just a great reminder that your customers have a lot of the answers you’re looking for.
Harry Stebbings: I mean, so many takeaways but I would have loved to have been in that meeting with Keith and Marc. But I do wanna break the show up today into a couple of different elements, Ryan. I wanna really take the approach almost like a funnel, starting with the market and market selection and then move down into attracting customers, both in sales and marketing and then finish on the people that make this very special process happen. Does that sound good?
Ryan Barretto: That sounds great.
Harry Stebbings: If we start from the top, the market itself. It’s often perceived the wisdom one has to focus, focus, focus. But you said to me before that you don’t have to pick the market, you can have them all. Reminds me of Scarface, the world is ours. How could I not start with this, Ryan? What did you mean by this contrarian statement that you can have them all?
Ryan Barretto: Yeah. I think we’ve all been told by analysts and experts that you need to choose a target market, that you can’t be everything to everyone. But as Justin, our CEO at Sprout would say, that’s just lazy. As you might have guessed, we disagree with this belief. And if you want proof that the strategy can work, take a look at Salesforce or Zendesk or Atlassian or DocuSign or Slack. They’re dominant across every segment and have done it at scale. And so far this strategy’s worked well for us. If you look at G2 Crowd we’re the top rated social media management platform in every category. Again, if you can serve every segment profitably and without compromising your mission or your products we think you should choose them all.
Harry Stebbings: I do agree. Can I ask, is it a case of layering? Where you start with SMB, slowly move to mid-market and then add on enterprise five years in with the product market fit established in each subsequent category? Or is it a case of having them all from day one?
Ryan Barretto: No, I think it’s the former. I think you start off, you go after a market and as you grow you layer them on. And if you do that you can be successful in every market.
Harry Stebbings: Can I ask, do you have advice in terms of…I have a lot of SaaS founders who come to me and say, “Oh, do I do SMB first? Really just get some incremental revenue going? Or do I go for the big, heavy ACV but long sales cycle at the beginning?” How do you think about the SMB versus enterprise first approach?
Ryan Barretto: I personally think that it’s easier to start an SMB and grow from there. I think when you focus in on SMBs you’re thinking about scale, you’re thinking about user experience and user interface. And you can go ahead and you can start to layer on some of the more complex features, some of the scalability after the fact, once you’ve nailed product market fit.
Harry Stebbings: Now, we said about having it all and I totally agree with you there in terms of starting an SMB maybe being slightly easier. I do wanna slightly play judge and jury with that having it all though and question you rigorously. Two core concerns arise for me, being messaging and then functionality. Starting on messaging, the messaging that converts with enterprise is pretty fundamentally different maybe to that of SMB. How does one approach this when trying to have it all, so to speak, in market?
Ryan Barretto: Yeah, you’re definitely right on that. In terms of messaging we’ve created dedicated go-to-market teams. We have marketing, sales, and customer success teams that are specifically focused on different segments like SMB or mid-market or enterprise or agency. And when you do this you can actually tailor a message and experience to the right person at the right time on every interaction.
Harry Stebbings: Can I ask, do you expect them to work together? Or are they quite siloed organizations?
Ryan Barretto: It’s a bit of both. I think that you really do need to make sure that your strategy as a company is holistic, then execution is individual.
Harry Stebbings: No, I completely agree. And I think you should coin that one, that’s almost book-worthy. In terms of my second concern, functionality, it’s often the case that large-scale enterprises need considerably more, be it data storage, security. We know the long list that can often come. How does one solve for this when trying to cover such a broad TAM? And do the products look fundamentally different in themselves as well?
Ryan Barretto: Yeah. In our experience the needs aren’t actually as different as you might think. And that’s because while customers may vary in size and complexity, they all have this need for elegant, powerful, easy-to-use tools. That’s just universal. And once you’ve nailed that you can actually go back and layer on that complex security, workflow compliance and scaling needs. But it definitely all goes back to that user experience because you have to nail that first.
Harry Stebbings: No, I couldn’t agree more. Especially in the consumerization of enterprise that we’re seeing today. I also think we often overwrite the demands of enterprise in certain cases. But now we have this go-to-market, so to speak, nailed. When we discussed before the next step in this process, you said to me that boring is better than sexy. You know me, I love statements like this. Again, how can I not start with that? What did you mean by boring is better than sexy with regards to winning the market specifically?
Ryan Barretto: Yes, I thought you’d like that, Harry. I’ve seen this movie play out in CRM with Salesforce and marketing automation at Pardot and now on social media with Sprout. And that sophisticated feature product that has a lot of gloss on it may drive an initial purchase but if it takes a long time to implement, a consultant to make changes and the actual end users hate it, you’re gonna see churn at renewal time. And from what I’ve seen if you wanna win the market, the stuff that really matters is what can sometimes seem like table stakes. Are you easy to work with from a sales and success standpoint? Do you actually support your customers in the channel they want across social or phone or email or chat? Can you support them as fast as they expect? Can you scale to a large user base and is your solution really gonna be easy to implement and use?
These are the things that actually drive killer customer reviews and word of mouth referrals and can keep you growing.
Harry Stebbings: One thing, though, I really think about when you say boring is better than sexy and the key to growth and winning the market is actually pricing. Because I think we’ve seen just such little innovation in pricing models over the last few years. And often founders say, what’s the point? Why try and reinvent the wheel? Boring is better than sexy. How do you think about pricing, pricing innovation, and your thoughts around that and the importance of it? And does boring is better than sexy apply to pricing as well?
Ryan Barretto: Yeah. You definitely don’t wanna be an outlier but you have to remember that in SaaS a lot of companies are still winging it when it comes to pricing. It can definitely be risky to be a copycat and just follow the leader. There are a lot of things to keep in mind when tackling pricing, but there are four things that really guide our strategy.
One, keep it simple and aligned to customer value metrics. Two, make sure it stays accessible for small customers. Three, make sure it still optimizes for retention and growth. And then finally four, use data not your gut. An important lesson that I’ve learned from SaaStr and in practice at Sprout, no matter how nervous your sales team is about changing prices, even when you increase them you probably aren’t charging enough for the value you provide. And every time we’ve increased pricing we’ve seen a significant lift in revenue and improvements in our efficiency and retention.
Harry Stebbings: Can I ask, are there any signs that you’re reaching the ceiling of what one can feasibly charge? Is it when you get 50% pushback on pricing? Are there those kind of indicators that suggest you’re going to the extremes now?
Ryan Barretto: It definitely goes back to looking at your data and making sure that you’re taking stock in your conversion rates. What you’re seeing as people hit your website, what’s happening when people go through the trial. You also need to make sure that you’re constantly serving your customers. Before you even launch this pricing are you having conversations with customers to understand what their appetite is and where you might be able to price?
Harry Stebbings: Absolutely. We did also then mention the element of the support of those customers and reaching them on the channels that matter to them. Going back to serving everyone in market, how do you think about providing lightning fast, human support to SMBs and smaller tickets in an economically efficient manner. Is that really possible?
Ryan Barretto: It’s hard to believe but that’s right. We only had two technical support people managing our first 10,000 customers. And they loved us. Now we also had a team of customer success managers to help our customers but they got to focus on the fun stuff, like sharing best practices, because the product was intuitive enough that it did most of the heavy lifting. But we believe that customer support shouldn’t be just reserved for big budgets. So we’ve set up our model in a way that every single customer can get personal attention. Some evidence of that, we are one of the few companies in our space that actually still puts a phone number on a website because we want you to call us if you need us and not just for sales.
Ryan Barretto: I do think it’s realistic to manage the volume but only if, one, you’ve built your product in a scalable and intuitive way. Two, you’ve built on a single code base and don’t have customers with messy customized deployments, which becomes really important if you wanna deliver frequent updates. We were able to deliver 125 of them in 2018 because we set up our system in this way. And then three, you’ve made it a business priority that your team’s actually committed to. It definitely is possible but those three things are really important.
Harry Stebbings: You mentioned customized deployments there, Ryan. Again, you know me, and probably one of the many reasons I’m single, but customization is one of my nerdy passions. Tell me, how do you think about customization and whether one should really be willing to engage with it or not to sign those big logos. And what are your thoughts there?
Ryan Barretto: Yeah. You can always find a number to help justify customization. But typically when you do the math on maintenance and technical debt and the distraction, that number can become pretty ugly. And if you’re planning to serve more than a few hundred customers, the math usually won’t work. And with 25,000 customers we’re looking for a way to solve a customer request through configuration verse customization. Or if we’re seeing enough customers asking for it, we put it on the roadmap and deliver it in the right way. But if it’s not worth your roadmap time, that’s probably your answer.
Harry Stebbings: Yeah. I totally agree with you there, especially aligning to roadmap. But you mention a number of different elements there from the marketing to the pricing to the support. When it comes to sales I’ve heard you say before that being good at sales won’t make you a great sales leader. Again, starting on that, what’s the thing here, Ryan? Especially coming from the behemoth that informed your perspective.
Ryan Barretto: Coming from a big company I quickly learned that being good at sales won’t make you a great sales leader in a startup. Sales may have been your major but you need to start to prepare for marketing and product and finance to become your minors. Because you’re no longer just a sales leader. You’re gonna get pulled into critical decisions across the entire business and it becomes really necessary to check your title and ego at the door and move from answering to asking and from talking to listening. Which can sometimes be hard for a long-winded salesperson.
Ryan Barretto: But to steal the words of Satya Nadella, don’t be a know-it-all, be a learn-it-all. And I’ve been pretty lucky that as I ramped here at Sprout I had a patient and collaborative CEO and executive team and that I was able to hire some amazing directors that are better than me in so many ways. People that are deep in the details of their business, know their data inside out, and are comfortable challenging my ideas and opinions.
Harry Stebbings: I love Satya’s statement there on be a learn-it-all. But say we’re a young emerging talent in the sales team and we want to be a learn-it-all, what can one do on the side to really gain and excel in that, as you said, the minors that you just specified? What works and what doesn’t from your experience?
Ryan Barretto: The first thing is to take pride in being a student again. Find mentors that have done it. I’m in Chicago and the Chicago tech scene is definitely a special one. Thanks to Sales Assembly, a local tech community here, the leaders meet all the time and are willing to provide advice and be your biggest cheerleaders. Be vulnerable and ask for help and make sure to reciprocate.
I’d also say get fluent with the important SaaS metrics in your business. LTV:CAC, magic number, payback, rule of 40. I never saw any of this stuff as a sales leader at a big company and it becomes really, really important that you have it down cold.
And then finally, consume as much information as you can. Hard Thing About Hard Things, The High Growth Handbook, The Sales Acceleration Formula, have all been super helpful on this journey for me.
Harry Stebbings: No, I’m so with you. High Growth Handbook is one of my absolute favorites. I do have to ask though, in terms of, say place ourselves in the position of a founder scaling their SaaS company. And we’re looking to build out the sales team. Do you want to hire, when you’re adding the first people to the sale team, do you want to hire the learn-it-alls? Or do you wanna hire the branded Salesforce reps who come with 20 years of experience and the logos to match. How do you think about that when adding the first few people?
Ryan Barretto: Yeah. Hiring is just so important and the best truly spend a lot of time on it. In our business it’s critical that we’re hiring people with an analytical mind. People that can’t live without data, who are process oriented. You don’t necessarily need those muscles in your typical enterprise company when you only have a handful of customers. But when you’re dealing with thousands of new customers every quarter you need a team that really geeks out on this stuff.
I’ve also leveraged a concept that I found in an HPR article that focuses on this idea of three abilities. And it’s become my hack for quickly assessing talent. The first is ability. Does someone have the basic skill set to do the job? And to your question, Harry, I’ve quickly learned that what makes someone great at a large organization doesn’t necessarily make them great at a startup. And I’ve made some early hiring mistakes. When you’re hiring for a startup you need people who love building process where it doesn’t exist. You need people who enjoy being the underdog versus the big brand. People who’ll be taking pride in being resourceful and won’t be defeated if you don’t have that case study or security documentation.
The second is approachability. Does someone have a growth mindset? Can we teach them and do they want to learn? Are they optimistic and solution focused? And are they actually gonna put in the effort and time to become world class?
And the third is likability. And this isn’t your typical, do they pass the beer test. It’s figuring out if their customers and peers will wanna work with them. Will they wanna help them, will they enjoy collaborating with them? If I see all three of these things, it usually makes for a great hire.
Harry Stebbings: I love those three. And I actually haven’t heard them quite described so succinctly before. I do wanna ask though, Ryan, I love the interview process itself. I’m gonna come tomorrow for an interview with you for a sales rep role. I’m super excited for it. Tell me, do you have a favorite interview question that you find most revealing of an individual’s potential character, ability, likability? And one that really defines that process and whether you think they’re a strong candidate?
Ryan Barretto: I love to focus in on the growth mindset. I like to ask people about a time in their career where they had to do something that they didn’t have any prior experience in. And how did they figure it out? How did they learn, how did they get it right? How did they skin their knee and how did they come back and get there?
Harry Stebbings: Yeah, no, I couldn’t agree more with you. Have you read Angela Duckworth’s book, Grit?
Ryan Barretto: Grit, I love it.
Harry Stebbings: It’s one of my favorites. I do though, Ryan, wanna finish on an element where you’ve really excelled in terms of building out the team, being diversity and adding diverse elements to the team. Obviously a very hot topic. Wider recognition now, which is fantastic to see. What have been some of your core lessons when it comes to building and scaling diverse teams? Let’s start with that.
Ryan Barretto: I wanna start off by saying that as a person of color this is a very personal topic for me. And most diverse colleagues I know, including myself, typically think about this on a daily basis. There are very few people that look like me in my role. And as you move up in a company the numbers typically drop. And for some it can cause imposter syndrome, this fear that you may not belong or that you may not be good enough. Or that others don’t think you’re good enough.
I’m pretty lucky that I have an incredible role model in my dad, who always encouraged me to wear my uniqueness as a badge of honor and out-work everyone else. And that mindset has helped me stay grateful and hungry and focused on learning. And it’s what I share with diverse candidates when they ask me about my journey.
Jason Lemkin recently tweeted that he had asked 40 leaders for help on diversity and only one responded. Now, I don’t think that the other 39 leaders ignored Jason. I just don’t think they have it figured out. And in my opinion the main issue today is sourcing a diverse pipeline of candidates. Most companies say that they want diverse employees but the current candidate pool won’t get them there. It becomes really important that we take a hard look at the language and our job postings. For example, the way it’s written can sometimes make people feel unqualified when they actually are. And that we’re actually proactively looking for diverse candidates because we can’t just rely on the inbound applications.
Harry Stebbings: Can I ask, if you’re a founder in San Francisco and you absolutely wanna add those very positive diverse elements to the team, how should you go about expanding that candidate pool that’s often university friends and people you’ve worked with before? How can you actively do that? Is that hackathons, is that going to the colleges themselves? What would your advice be?
Ryan Barretto: I definitely think it’s a few of those things. We’re also starting to see organizations focused in on helping companies build diverse candidate pipelines. re:work training is a great example of this here in Chicago. A not-for-profit organization actually started by two Sprout Social alumni, Harrison Horan and Shelton Banks. Their mission’s actually to recruit, train, and place candidates from under-served communities in tech sales jobs. And we’re seeing more and more of this, organizations that are helping companies like our own find these diverse candidates. Because typically the places where we’re putting our applications aren’t getting in front of the candidates that we want in our pool.
Harry Stebbings: Yeah. Yeah, absolutely. Final question. Where do you see many going wrong with this process?
Ryan Barretto: I think the main challenge today is inclusion. You can hire diverse candidates but you need to create an environment where people truly feel like they can bring their whole selves to work. Some things to think about, do you have a resource group for your diverse hires to find and get support and mentors that look like them? Do you train your employees on unconscious bias so you can remove it from the workplace? Do you celebrate important milestones for all of your employee populations? Things like Black History Month and Gay Pride? And are you constantly looking at your numbers to ensure that you’re fair in your compensation and promotion practices?
I would just say I’ve learned so much about this topic, which I credit to Sprout and Michelle Bess, who’s our lead for Diversity, Equity, and Inclusion here. And she wrote an article on the topic entitled “If Your Diversity Efforts are Comfortable, You’re Not Doing it Right.” And I think that perfectly sums it up.
Harry Stebbings: You know, I think it absolutely does. And I have to say, I do think it’s also one area where Jason’s done incredibly well with SaaStr, especially when one looks at the conference. But absolutely agree with you there.
I do though, as you know, my favorite element is the quickfire round. I say a short statement, Ryan, 60 seconds, you give me an answer. How does that sound?
Ryan Barretto: That sounds great.
Harry Stebbings: What motto or quote do you frequently revert back to and why?
Ryan Barretto: A few years ago I saw a presentation from Toyoda-san, the CEO of Toyota. And he shared his company philosophy of better, better, never best. For me it’s an awesome reminder that we need to get better every day in everything we do and that our best work is always just in front of us.
Harry Stebbings: Sales rep productivity. What’s good to you?
Ryan Barretto: It definitely depends on your model on customer acquisition costs. But at Sprout we aim for ARR that is four to six times our rep’s on-target earnings.
Harry Stebbings: Favorite SaaS reading material. What is the go-to, must read on a rainy day?
Ryan Barretto: Yeah, Harry, I’m a huge fan of SaaStr, but present company excluded, I also enjoy David Skok’s For Entrepreneurs, Tomasz Tunguz, OpenView Partners, and you definitely can’t forget about Jason Lemkin’s tweets.
Harry Stebbings: No, I totally agree with you there. And actually Jason’s tweets are now my primary reading, I have to admit. And then let’s finish today, Ryan, on actually my favorite of any question. Which is what do you know now with these many years of hindsight that you wish you’d known at the beginning?
Ryan Barretto: Well, I have a long list, Harry. And you won’t have all the answers to the test. You’re gonna make important decisions without as much information as you want. You’re often gonna feel like you don’t know what you’re doing. Sometimes it’ll seem like everyone around you has it figured out and they typically don’t. All this is okay. If you just focus on your business plan, commit to doing great work, and most importantly surround yourself with amazing people it’s all gonna work out. Just make sure to have some fun on the journey.
Harry Stebbings: Ryan, this was so much fun. As I said over the Christmas break, I was so excited for this interview. Thank you so much for being such a star and I’ve so enjoyed chatting today.
Ryan Barretto: Thanks so much, Harry. Really appreciate it.
Harry Stebbings: What an incredible and inspiring guest to have on the show. And you can find out more from Ryan on Twitter @RyanBarretto. Likewise we’d love to welcome you behind the scenes here at SaaStr. You can do so on Instagram @HStebbings1996 with two Bs. It really would be great to see you there.
And as always, I so appreciate all your support. Really, it means the world to me and I cannot wait to bring you a fantastic episode next week.
