S7E18 – Preparing Your SaaS for an Exit: Valuation Drivers, Buyers & Metrics That Matter with René de Jong

How can you effectively prepare your SaaS for an exit? And what should you know about the valuation drivers, buyer types, and metrics that matter most? In a live episode of the Grow Your B2B SaaS podcast recorded at SaaS Summit Benelux, host Joran sat down with René de Jong to unpack what it takes for SaaS companies to scale and prepare for a successful exit in 2026. René helps entrepreneurs—specifically SaaS founders—design effective exit strategies and navigate the full process of selling their businesses to third parties. Across the conversation, he offered clear and pragmatic insights on what separates the SaaS businesses that grow and sell well from those that struggle, how buyers evaluate companies in the current market, and why topics like the rule of 40, net revenue retention, AI-driven scalability, and deal structure matter now more than ever. From early-stage focus at 0 to 10K MRR to strategies for moving toward 10 million ARR, René shared guidance grounded in what he sees every day in the market.

This episode turns the full discussion into a clear, actionable narrative that stays true to the original conversation and is easier to follow and revisit.

What Separates the SaaS Companies That Scale in 2026

René framed the entire conversation from a buyer’s perspective. In today’s market, buyers prioritize companies that demonstrate clear, steady growth. That growth is often evaluated through the lens of the rule of 40, a widely used benchmark when SaaS companies sell. Hitting the rule of 40—growing at least 40% annually—is a signal that dramatically improves the process of selling a company. When companies fail to hit that threshold, the difference shows up in valuation, especially in terms of ARR multiples. The ability to demonstrate consistent growth is not just a bragging right; it is a tangible component of how buyers assess value and risk.

For founders thinking about 2026, this means putting growth at the center of strategy, not as a temporary push but as a steady-state expectation that carries through to exit.

The Engine Behind Growth: A Robust Go-To-Market and Land-and-Expand

When René looks at companies that are growing quickly and sustainably, two things stand out. First, they have their go-to-market in order. He describes this as having the entire marketing and sales function—what he calls the new business team—up and running effectively. Landing new clients is a prerequisite for growth, but it is only half of the story.

The second element is just as important: they grow their existing client base. That means designing and executing a land-and-expand motion in a way that is measurable and scalable. René places significant emphasis on net revenue retention because it shows how effectively a company can expand within its customer base. It also ties directly into the expense side of the business, bridging growth and efficiency. By looking at both go-to-market execution and cost discipline, companies put themselves in a position to scale in a way that resonates with buyers.

Net Revenue Retention: What Good Looks Like Depends on Context

When asked what number founders should aim for on net revenue retention, René declined to give a single target. While going above 100% is preferable, he stressed that the right benchmark depends heavily on the specifics of the business. Several variables matter here, including churn, customer concentration, and the extent to which a company can expand within its existing customer base. For example, some markets inherently see more churn, which directly affects valuation and retention metrics.

René’s approach is to evaluate NRR in the context of a company’s market and customer base and to compare performance to standards specific to that landscape. No two SaaS businesses are the same, and that reality should shape both expectations and strategy.

Efficient Growth and the Role of AI in 2026

Looking ahead to 2026, efficiency is front of mind for many founders. The challenge is to keep growing while also maintaining discipline on spend. René acknowledged the constant presence of AI in these conversations and made it clear that it has become a consistent line of questioning from buyers. Founders are now asked how they plan to use AI to scale and where it fits into their operations and product.

Scalability is the keyword. Buyers increasingly value companies that can grow without simply adding more people. René highlighted revenue per employee as a metric that is becoming more important. He encouraged founders to think about how AI and other smart solutions can help increase productivity and support a scalable model. In the eyes of buyers, the ability to scale through automation and smarter operations is becoming a defining advantage.

AI-Native Companies and Established SaaS: Two Valuation Worlds

The rise of AI-native companies raises questions about cost structures and valuations, especially given the higher operational costs associated with AI. René emphasized that there are two distinct phases to consider. Early-stage AI companies typically fall into the venture capital arena, where valuations can be very different from more established SaaS businesses. Those earlier-stage AI companies are often still in the process of finding product-market fit and proving out their business model, and their valuations reflect a different set of expectations and risk appetites.

In contrast, SaaS companies that have been in market for five to ten years with existing customer bases, ARR, and EBITDA are evaluated differently. For this group, innovation—especially through AI—still matters and can improve valuation, but they operate under a more traditional framework. René view is that these are two different worlds: venture capital-driven early AI players and older, profitable SaaS companies. Founders should be clear on which world they are in and plan accordingly.

Will Freemium Work for AI Companies in 2026?

On the specific question of freemium models for AI-native companies in 2026, René was cautious. The variety of SaaS businesses and solutions makes it hard to generalize. What he did emphasize is the broader market dynamic around valuation cycles. Five years ago, double-digit ARR multiples were common. That changed when the financial markets came under pressure, leading investors to prioritize profitability and EBITDA, which in turn reduced ARR multiples.

Today, AI-native companies are again enjoying very high valuations. The open question is how this will play out over the next five years as AI becomes more widespread and embedded across more companies. Right now, founders who are riding the AI wave can and should take advantage of strong valuations. But as those companies shift from early momentum to scale, multiples are likely to change. The underlying message is to be mindful of where the market is in its cycle and plan for what comes next.

What ARR Multiples Look Like—and How Deals Actually Get Paid

When founders ask what their companies might sell for, René distinguishes between the two broad groups once again. For established SaaS businesses that have been around for five years or more, an average of around three and a half times ARR is common, specifically as cash at closing. He shared recent examples of companies that were sold for double-digit ARR multiples, but he made an important clarification: those headline numbers were made up of multiple components, including earnouts, reinvestment, and cash at closing.

In practice, a typical structure might include something like three to three and a half times ARR paid in cash at close, another component in the form of an earnout tied to performance milestones, and an additional component through reinvestment into the larger platform the company will be joining. While the exact numbers vary by deal, René’s emphasis was on setting expectations correctly. Many founders think in terms of a single multiple paid upfront, but most deals break the total consideration across different mechanisms and timelines.

For early-stage, AI-driven startups in the venture capital world, the sky can indeed be the limit, but that belongs to a different discussion shaped by VC dynamics rather than private equity and traditional M&A.

Strategic Buyers and the One-Plus-One-Is-Three Equation

René advised founders to think ahead and identify strategic buyers early as part of their exit strategy. His framework is straightforward: strategic buyers pay more when they see that one plus one equals three. In other words, if a potential acquirer can clearly envision how your product, customers, and capabilities create outsized value when combined with theirs, they are more likely to pay a premium.

Founders can prepare for this by mapping potential acquirers, understanding where they fit into a broader platform or ecosystem, and ensuring that their company is visible to the right buyers well before an exit process begins. Being present in the right conversations matters. This is different from selling to a purely financial buyer, who may evaluate the business more narrowly and offer a lower multiple.

Ignore the Headlines: Earnouts, Reality, and Avoiding Burnout

Social posts and headlines announcing big exit numbers rarely reveal how much was paid at closing, how much is tied to earnouts, and how much involves reinvestment. René often has to recalibrate expectations when founders come in with numbers they have seen online or heard from peers. He encourages founders to think of the earnout as the cherry on the pie. The cash at close should be strong enough to make you happy with the deal. The earnout, which is dependent on hitting performance milestones after the acquisition, should be a bonus—not something you are financially dependent on.

Otherwise, the earnout can turn into a burnout. If you need that money and must hit targets under uncertain conditions, you risk putting yourself in a position where pressure and disappointment compound. Treat the earnout as upside, not as something you must achieve to make the deal worthwhile.

The Growth Loop for 2026: Embedding AI in Land-and-Expand

When asked about the most powerful growth loop for 2026, René came back to land-and-expand, but with a modern twist. Embedding AI into both the land and expand stages can build a more scalable engine for growth. Buyers are looking for scalability not achieved through hiring more people, but through working smarter. Automating how new customers come in, and how existing customers grow their usage and adopt more features, is central to this.

Product-led growth plays a role here, especially on the expand side, where usage can drive organic growth. René was surprised not to see AI agents being used more widely in managing the land-and-expand funnel. Many entrepreneurs are still exploring where and how to deploy them. But as 2026 approaches, he expects this to become a core part of scalable SaaS growth.

From 0 to 10K MRR: Enjoy the Ride and Surround Yourself with the Right People

For founders at the earliest stage, targeting the first 10K in monthly recurring revenue, René’s advice is to enjoy the process and learn constantly. Look at everything you are doing and study both what works and what does not. Build a circle of people who have done it before. Throughout his own journey, René benefited from mentors and peers who could hold up a mirror and offer practical guidance. Communities and conferences play a meaningful role here. Whether local or global, finding a network of people willing to help can accelerate learning and help avoid common missteps.

He also reframed the idea of capital at this stage. Many founders default to thinking they need more money to grow. René defined smart capital as more than money. It includes people who have already been through the journey and are willing to invest their experience to help you take the next step. Financial resources matter, but they should be paired with mentorship and practical experience, particularly in the early stages when every decision carries outsized impact.

From 10K MRR Toward 10 Million ARR: Choose Your Path and Think Ahead

When the conversation turned to the climb toward 10 million ARR, René noted that relatively few founders actually reach that milestone. Many begin thinking about an exit after hitting one, two, or three million ARR. For those who truly want to reach 10 million, the first priority is to walk your own path. There are many investors and advisors with opinions and agendas. Keep your focus and decide how you want to achieve your goal.

René sees more and more founders using buy-and-build strategies to hit the 10 million mark. That might mean selling part of your shares and becoming part of a larger group. In many cases, that supports growth and helps reach the target faster. In the Netherlands, he observes that pure autonomous growth is becoming less common as the route to 10 million ARR. Buy-and-build scenarios are increasingly popular and pragmatic. Whichever path you choose, think ahead. Do not just plan for tomorrow’s targets. Set a bigger goal for three to five years out and make decisions that align with that horizon. The world is changing quickly, and a longer view helps ensure that your growth strategy evolves with it.

Preparing to Sell: What Founders Should Focus On

Across the entire conversation, several themes emerged that fit together into a cohesive strategy for scaling toward an exit in 2026. Demonstrate steady growth and, where possible, hit the rule of 40. Build a strong go-to-market engine that lands new customers and expands existing ones. Measure and improve net revenue retention in the context of your specific market and customer base. Use AI to drive scalability and improve revenue per employee rather than relying on headcount growth.

Understand the difference between AI-native, VC-backed companies and established SaaS companies with ARR and EBITDA, and evaluate your valuation expectations and financing approach accordingly. Recognize that ARR multiples often include a mix of cash at closing, earnouts, and reinvestment. Plan for strategic buyers where one plus one equals three. Avoid being misled by headline numbers and treat earnouts as upside, not necessity. Look for ways to embed AI and automation into the land-and-expand flywheel, and do not overlook agents as a tool that can enhance funnel management. At the earliest stages, invest in community and smart capital. As you scale, choose your path—autonomous growth or buy-and-build—and stay focused on a three-to-five-year plan.

How to Reach René de Jong

Founders who want to learn more from René or explore how he can support their exit strategy can contact him via LinkedIn or visit his website at anno9082.nl. There, you can find additional information, podcast episodes, and resources related to selling a SaaS company.

Closing Thoughts

This conversation offered a grounded view of what it takes to scale and exit a SaaS company in the current environment. It reflected both market realities and proven practices that buyers are rewarding today. The message is neither hype nor pessimism. It is disciplined, practical, and focused on controllable levers that matter across the lifecycle of a SaaS company. If 2026 is your target for go-to-market execution or an exit, the guidance is clear. Build durable growth. Expand your customers. Use AI to scale intelligently. Know who your buyers are and what they value. Structure your expectations around how deals actually get paid. And choose a path that aligns with your goals and timeline. As René put it, enjoy the ride, surround yourself with people who have done it before, and think ahead—because the companies that do will be the ones that succeed when it matters most.

Key Timestamps

• (0:00) – SaaS Summit Benelux intro, B2B SaaS scaling 2026, Rule of 40, NRR, ARR multiples, Earnouts, Strategic buyers, 0-10K MRR, 10M ARR
• (0:50) – Guest intro, SaaS M&A advisor, SaaS exit strategy, SaaS acquisition process
• (1:14) – Scaling your SaaS for 2026
• (1:20) – What separates SaaS winners in 2026
• (1:26) – Rule of 40, Efficient growth, ARR multiple valuation
• (2:18) – Go-to-market strategy, New business team, Net Revenue Retention (NRR), Expense efficiency
• (3:05) – NRR benchmarks, Churn, Customer concentration, Market standards
• (4:01) – Efficient growth vs spend, AI scalability, Revenue per employee
• (5:06) – AI native SaaS costs, VC vs mature SaaS valuation, EBITDA vs ARR
• (6:38) – VC backing for AI native startups
• (6:48) – Freemium model 2026, Valuation cycles, EBITDA focus, AI hype, ARR multiples
• (8:05) – Sponsor: B2B SaaS affiliate marketing, Reditus
• (8:49) – SaaS valuation benchmarks, ARR multiples range
• (9:01) – 3.5x ARR cash at close, Earnout, Reinvest, Deal structure
• (10:34) – Venture capital vs Private equity
• (10:43) – Strategic buyers, One plus one equals three, Synergy valuation
• (11:22) – Build list of strategic acquirers, Exit planning
• (11:29) – Headline valuations vs reality, Purchase price, Earnouts, Deal terms
• (11:51) – Earnout as bonus, Cash at closing, Burnout risk
• (13:05) – 2026 growth loop, AI in land and expand, Product-led growth, AI agents
• (14:10) – 0–10K MRR advice, Founder mindset, Learn fast, Mentors, SaaS community
• (15:35) – Smart capital, Operator investors, Non-dilutive help
• (16:06) – 10K MRR to 10M ARR, Focus, Buy-and-build strategy, Autonomous growth, 3–5 year plan
• (17:43) – Contact info, LinkedIn, anno9082.nl
• (18:03) – Outro, Subscribe, Sponsor the show, Reditus call-to-action

Transcription

– Joran

Welcome back to the Grow Your B2B SaaS podcast. In this live episode from SaaS Summit, Benelux, Rene De Jong and I break down how SaaS companies can scale and prepare an exit for 2026. We discuss what separates the SaaS businesses that hit the rule of 40 from those that don’t, how buyers evaluate companies in the current market, and why net revenue retention, efficient growth, and AI-driven scalability matter more than ever. Rene also shares practical insights into AR multiples, earn out strategic buyers, and what founders should focus on, both in the early stages from 0 to 10K MR all the way towards 10 million AR. So if you’re planning your go-to-market for 2026 or planning an exit, this episode will give you clear, no nonsense guidance from Rene. So let’s just dive right in.

– Joran

Welcome to the Grow Your B2B SaaS podcast. Could you quickly introduce yourself? Who are you? What do you do?

– Rene

My name is Rene de Jong. I help entrepreneurs, and specifically SaaS with the sale of their company. So in the end, SaaS entrepreneurs want an exit strategy. I help them to think about their exit strategy, and then I also help them with the whole process of selling the company to a third party. Nice.

– Joran

Well, before you can sell, you need to scale. We’re going to talk about scaling your SaaS in 2026.

– Rene

Correct.

– Joran

What do you think will separate the SaaS companies which are scaling in 2026 and the ones that don’t?

– Rene

Well, if we look at it from a buyer’s perspective, it’s really important show growth. If you can show that your company is growing in a steady phase, and when SaaS companies sell the company, we always talk about the rule of 40, which means that you need to grow at least with 40% each year. If you hit those marks, then selling your company will be a lot easier. If you are not able to hit those marks and you’re not able to hit the rule of 40, so to say, then you’ll experience that in terms of valuation, things will turn out differently for you. Because if I look at valuation and then specifically with the ARR multiples, then you really need to show growth as part of your whole strategy.

– Joran

Yeah. And what do you see that the companies who are growing, doing well versus the ones which aren’t hitting the 40 mark?

– Rene

Well, the go-to-market strategy is, of course, really important. If I look at the companies that really create growth fast, then they have their whole marketing and sales. And I typically I like to call that new business team up and running. But what they’re also really capable of is growing their existing client base. I always talk about lending new clients, which is really important, of course, and show growth there in that area., but also being able to grow within your customer base and show it’s a metric that I’m always talking about, the net revenue retention, which is really important if we talk about the expense side of your business. I think if you want to do things properly, you want to check both the go-to-market and the expense side of your business.

– Joran

When we talk about NRR, what should be the number a company should aim for?

– Rene

Honestly, of course, you prefer to go above 100, but it varies specifically based on your customer base. For instance, there are companies who have a lot more churn, which, of course, also has impact on your valuation. It’s a combination. There’s not one typical number to tell you, but it’s more about a combination of things like how dependent are you of 10% of your clients, a top 10 clients? What’s your churn? How are you capable to grow within your existing customer field? It’s more a combination. What I prefer to do is if I talk to SaaS entrepreneurs, look at their situation and see, Okay, what do we see in your market? And are you heading standards that are specific for your market? Because one SaaS company is not the same as the other SaaS.

– Joran

A lot of founders now are looking at, I guess, efficient growth. So looking at efficiency. And then, of course, they want to still keep on growing. So you still need to spend. How do you see that balance changing in 2026?

– Rene

Well, of course, AI is a buzzword right now. I hear it all the time. And then it’s also something that potential buyers always ask to potential entrepreneurs that they want to join the family, so to say. They always ask, what’s your goal with AI? How can we scale? Because you asked, Rene, what is it in terms of scale that’s important? For buyers, it’s more and more important that you’re capable of scaling also through the use of AI or other smart solutions. I see that it’s getting more and more important for SaaS entrepreneurs to look at their business and think about scalability and also increasing the revenue per employee because that’s another metric that’s getting more and more important to look at, especially with everything that’s going on with AI.

– Joran

Yeah, because in the end, you can enable people to do more efficiently their work. But when we even look at, nowadays, you have a lot of AI native companies, and by default, they often have higher cost because of the AI to run. How do you see, I guess, that impacting the valuation or even selling an AI native company?

– Rene

There are two phases that are really important to look at. The first phase is when you’re looking for capital or investors, we talk about venture capital. Typically, the AI agents, sorry, AI companies that you’re talking about, those are typically venture capital-driven right now because they’re still really early stage. I talk to a lot of great SaaS entrepreneurs who have the next big thing And then valuations are totally different than when you look at, I say, maybe old-school SaaS company, which is already there for 5 or 10 years. So valuation-wise, there’s a big difference within venture capital and the SaaS companies that are now upcoming and the native SaaS companies and the companies that are now… They already have a customer base, they already have ARR, they already have EBITDA profit, so to say. And for them, the last group It’s really important to innovating, to check how can I use AI, and that will help the valuation. But those are two different worlds, so to say.

– Joran

Yeah, because is it then that AI native companies need to be VC back to be able to cover the cost, I guess, to grow fast?

– Rene

Yeah, in many cases it is.

– Joran

How do you see the freemium model taking place in 2026? Will that still exist with AI native companies?

– Rene

Hard to say. Again, that there are so many different SaaS companies and so many different SaaS solutions. The only thing that I see is if I look back, like five years ago, the market really changed in terms of valuation. We were all talking about the ARR multiples. We were all talking about double-digit ARR multiples that were being paid. But what you saw five years ago when the financial markets, they were under pressure, you saw that the valuations for the ARR multiples were decreasing because of the fact that investors also wanted to have profitability. They also wanted to have EBITDA. Now we’re again in a situation where everybody is valuating those AI native companies really high. But the question is, how will it be in five years when also AI is getting more custom and that you see more companies using AI? Right now, those founders, they need to be on that hype and they need to go for those high valuations. But once you get in the scale phase, scaling up phase, then the multiples will change eventually.

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– Joran

You talk about multiples, right? Is there a benchmark? If people are listening right now and they think like, Well, for how much can I sell my company? What should they be taking into a range?

– Rene

Well, if I talk about the second group, so that’s the group of companies that are here already for a couple of years, five years or longer, then we talk about, let’s say, three and a half times ARR, which is the average that we see. But honestly, that’s, in my opinion, the path that should be cash at closing. And then we recently sold two companies with a double-digit ARR multiple. But what happened there is part of it was being paid in an earnout, part of it was being done via a reinvest, and part was being done through cash at closing. I think it’s really important for SaaS entrepreneurs to keep that in mind because people always think, Okay, I get a 10 times ARR, but in the end, it almost never is being paid at full at the start. What you get is, for instance, what I just said, around three, three and a half times ARR in cash, then another three in earn out, and then maybe another three in you reinvesting in the larger platform that you’re going to be part of. I think that’s giving you, hopefully, the insights. If we talk about the startups, the newly AI-driven companies, and then sky It’s the limit, as you can also see in foreign countries.

– Rene

But that has all to do with venture capital versus private equity.

– Joran

Yeah, so in that sense, it’s almost a Dutch saying. It’s what the crazy person gives for it.

– Rene

Yeah, absolutely. But that’s always the case, in my opinion, also if it’s not AI-driven. For instance, I always say, if you want to sell your company, your SaaS company, look at the one plus one is three situation. So strategic buyers pay more for your company when they see a one equals three situation. So as part of your exit strategy, it’s always smart to think ahead and see, Okay, where and what buyers can I be present so that in the end, they’re going to pay more for me than just a financial buyer who’s going to pay a lower multiple.

– Joran

Yeah. That’s, I guess one thing people can already or founders can already prepare themselves, like figure out who could be your strategic buyers.

– Rene

Yeah, really important. Also with your scaling up strategy, think about, Okay, who could be the next person to buy my company?

– Joran

Yeah. Then the second thing I got out of it is that don’t look too much at the LinkedIn headlines like, Hey, we sold our company for 20 million or 10 million, because in the end, there’s always going to be a part which is purchase price, earnouts, other.

– Rene

Correct. Yeah. That’s always something that’s bugging me because a SaaS entrepreneur comes to me and say, Hey, I want to sell my company and I have this number in my mind. Then I always have to downgrade it and say, Maybe the number is feasible, but honestly, it will not be cash at closing. It will not be paid right at the moment that you put your signature on the paper. That’s something that you really need to take in consideration. I always say that the earnout needs to be the cherry on the pie, or you call it in English, but you know what I want to say. Be happy with the cash it closing, work for the earn out and go for it, but be sure that it’s that bit of extra, that you don’t need it, but that it would be really nice to, of course, receive it.

– Joran

Yeah, so treat it like a bonus. If you can get it, it’s fine, But you should be happy with the purchase price.

– Rene

Yeah, otherwise an earnout can be a burnout, because if you really need to hit the marks, if you really need to take those next steps, then in many cases you’ll see that it will lead to a burn out because you You have to have that money and things can always go differently than you expected it to be.

– Joran

Yeah, nice. If we look at 2026, what do you think is going to be one growth loop which is going to be super powerful for SaaS companies to leverage?

– Rene

Well, embedding AI within the land and expand funnel, as I just mentioned, is going to be really important. What buyers are looking for is scalability, as I mentioned earlier, and not through extra employees, but through working smarter harder, not harder. I think if you’re capable to automate the land part with getting those new clients on board and the expand part where you’re able to, through also product-led growth, have your clients use more of your software, use more of your solutions, that it’s going to be highly important. Using agents, I don’t see that in too many cases yet, which I’m a bit surprised of, honestly. I see that a lot of entrepreneurs are still struggling to find, Okay, where should I use it and how can I use it? But I think the use of those agents in the land and expand funnel management is going to be highly important. Nice.

– Joran

Final two questions. We’re going to talk about revenue stages. For a SaaS I found he was just starting out, going from 0 to 10K monthly recurring revenue, what advice would you give him? Can be anything.

– Rene

Wow, what a question. Well, first of all, I think if you’re in that field, then enjoy the ride. And keep learning from every step that you take. Because if I look back at when I started my company, my first company, I was 25 years old. Everything was possible, of course. I think what’s really important is to constantly look at what are you doing and learn from the things that you do. Also, gather some people around you who have already done it. In the past, I’ve had many people who helped me within the journey of my entrepreneurship. So have people on board who can show you the mirror and show you, Hey, this is what I see that you’re doing, but also give you tips and tricks. That’s why I love also this conference. I’ve been a fan of the SaaS base when it was still called SaaS base. Now it’s we love SaaS, but I think it will help those entrepreneurs to not make the mistakes as many others did.

– Joran

Yeah, so find a community, find people who can help you, either it’s being in the Netherlands or there’s many communities out there. Yeah, it’s a whole new world.

– Rene

If you start a company, if you’re building it up for up until 10K MRR and find people who can help you and are willing to invest in you is, in my opinion, really important in that phase. A lot of entrepreneurs think about, Oh, we need money and we need to grow through money. But for me, smart capital is not about money only. Of course, you need money to take steps. But smart capital means for me that you have people around you who already have done this in the past and who are able to help you take that next step.

– Joran

Final question. So assume we pass 10K MRR, we’re going to make a huge step towards 10 million ARR. What advice would you give SaaS founders here?

– Rene

Well, the funny thing is, is we always talk about those numbers. But honestly, if I look at the number of SaaS entrepreneurs that make that number, it’s really a limited group because somehow it feels as if when they hit one or two or three million that they’re already thinking about an exit. If you really want to go for the 10 million, then I would suggest, first of all, walk your own path. There are so many venture capitalists and so many people who want something from you, but keep your focus and decide how you want to achieve that path. Because there are, of course, entrepreneurs who call me and say, Hey, Rene, I want to hit the 10 million mark. I don’t want to do it through autonomous growth. I want to do it through a buy and build. And that’s something that I see more and more. Buy and build scenarios are helpful in hitting that mark and in achieving those goals. And maybe you then have to sell part of your shares, but that’s not too bad, in my opinion, because you’re then part of a larger group, and in many cases, it will help you also boost your growth.

– Rene

Doing it through autonomous growth, I see that less and less in the Netherlands. I see it through buy and build. But creating your own path and think ahead, constantly think ahead, not Not about how we’re going to hit marks tomorrow, but about a bigger goal, so to say, three or five years. I think that’s really important because the world is changing really fast. We see it all. And think about how you want to achieve that. Nice.

– Joran

If people want to get in contact with you, Rene, how can they do so?

– Rene

If they want to contact me, that can be done through LinkedIn, maybe. Maybe that’s the easiest way. You can find me on LinkedIn or go to my website, anno9082. Nl. And there we have a lot more information about everything you asked. And you can also hear other podcast and info.

– Joran

Nice. Thanks for coming on. Thanks for your time. Thank you for watching this show of the Grow Your B2B SaaS podcast. You made it till the end, so I think we can assume you like this content. If you did, give us a thumbs up, subscribe to the channel. If you like this content, feel free to reach out if you want to sponsor the show. If you have a specific guest in mind, if you have a specific topic you want us to cover, reach out to me on LinkedIn. More than happy to take a look at it. If you want to know more Reditus, feel free to reach out as well. But for now, have a great day and good luck growing your B2B SaaS.