A short transcript excerpt from a YouTube conversation (Jason M. Lemkin and another speaker) describing HubSpot’s organizational transformation from a sales-centric company to a product-centric company. Speakers discuss how this shift took many years, contrasts enterprise brute-force sales with SMB constraints, and note the sizable mid-market (10–2,000 employees) as a target with budget and pain points.
But the HubSpot has shifted completely from. It was a sales company for a long time known around the Boston area as a sales company known in San Francisco. It's a product company now, very much a product DNA, that's the center of gravity, that's the power center in the company. Totally shifted over the last.
I think it's a harder, harder change than, than. I mean and maybe in some ways it took 10 years. Right. I think many enterprise folks, yeah, the Mark Benioff's of the world literally can walk in and sell. Not in the beginning because it was SMB ironically, but later sell, come in and say for $20 million I'll your problem, Brian. And that's powerful. Right. But I don't know many SMBs that can brute force it through sales. It's a, it's a tough path.
There's an M and a lot of you are in the software business and thinking about your Persona and target market. There's a huge, huge market in the M and the M. Think of it like 10 employees to 2,000 employees. They have money, they have pain.
