Jason Cohen
Founder of WP Engine and Smart Bear; writes A Smart Bear, long essays on strategy, pricing and how startups actually fail.
Jason Cohen did not write this page. ppll compiled it from their own words, each linked to the source. Is this you? · Report a mistake
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- A founder ended the newest Smart Bear Live (E10) by saying: "Wow, I get to wake up and play this game every morning." You hear that line less often than you'd think. Most of what needs to be done in business is stuff you don't really want to do, and there's more of it every year the company grows. I don't hear that line as "the work is fun." Nobody enjoys chasing a late payment or having a hard talk with an employee. I hear that the game is worth playing. The hard parts are moves in it, not a punishment for starting it. That's the spirit of the whole show. In E01, we spent part of the call wi… youtube.com
What they believe
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Diagnosing stalled growth has a strict order, because fixing a later problem does nothing while an earlier one is still broken.
there's a there's a series of of questions that I ask to to diagnose why is growth slowing in this order because it's one of these things where the first one that's a problem, if you don't fix that, it doesn't matter if you fix one of the ones below.
youtube.comSaid 25 Jan 2026This on korrents
The bold line is korrents’ wording; the quote is theirs. These one: what they wrote before what they said aloud, one per source, newest first.
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From one piece The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) 15 beliefs · youtube.com
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Their words
there should be no way to get a big company like a public SAS company Unless NR is greater than 100, like otherwise cancellation should just win. And that is in fact the case.
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Their words
It's just that it caps this price and this value that is they perceive that you do. Whereas if you deliver more of the value that they already value, it's I don't want to say uncapped completely, but like the cap is maybe an order of magnitude higher than saving.
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Their words
the the largest point is pricing is not just the number on the page. It's positioning. It's how their budgets work. It's how it's structured.
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Their words
just think about a company with a thousand employees and 400 million in revenue or whatever. And um if they see a product that's, you know, $2 a month or even $100 a month, their thought is like, well, that can't be good enough. They're not mature enough. It's not going to do enough.
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Their words
So what usually h what often happens is you raise prices and signups don't change. When I say signups, I mean the like signups per month, you know, the rate at sign or signups go up. This happens all the time.
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Their words
if you think about it, it sort of makes sense because the LLM is an averaging machine, right? It's predicting the most likely that's an averaging kind of a thing. And so when what you're looking for is a kind of average, it's usually pretty good. So, summarization, topics, themes. But when you're asking for like what is interesting and not average, it's actually pretty bad at it.
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Their words
Um all almost all companies have a whole lot more uh cancellation in the first day, 30 days, 90 days, depends, right? But the first period than the whole rest of the customer's life. And also small changes in the onboarding can have large effects on cancellation.
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korrents.com
Complex systems do not have one root cause, so root-cause analysis is the wrong thing to be doing.Their words
Another as a sidebar, I hate the idea of a root cause. Complex systems do not have one root cause. They often have many interlocking things that could be done to detect earlier or to change it or to reduce or and not one root cause.
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Their words
And that is never ever ever the reason. How do I know? Because they already looked at your homepage, read all the stuff, saw what you promised, looked at the pricing page, and decided to buy it.
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Their words
And I realized it was the first one on the list and I thought, huh, I wonder if people are just picking the first one. So then then we randomized the list so everyone saw a different order of the list and now all the items were picked equally
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korrents.com
Asking a leaving customer what made them cancel, rather than why they cancelled, gets materially better answers.Their words
What you want to do is say what made you cancel? In other words, what about the product or situation or whatever caused the cancellation? Just phrasing it that way, you get much better results.
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korrents.com
Every subscription business has a hard ceiling on its size: new customers per month divided by the cancellation rate.Their words
So let's suppose you add 100 customers a month and you have 5% cancellation. So 100 divided by 5% is 2,000. So a company like that will never have more than 2,000 customers.
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Their words
Marketing grows only as fast as you can improve marketing. We all know that's quite hard actually. It's linear. It's hard to find new channels that aren't trivial. Like, it's hard. Of course, we're going to do it, but like it it's hard. Whereas, cancellations grow automatically as you grow, right? So, cancellations always overtake marketing for this reason.
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Their words
They actually had the budget and bought the stupid thing. Then they went through onboarding and invested their time etc etc. That is a crazy gauntlet that almost no one gets through.
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Their words
there's a there's a series of of questions that I ask to to diagnose why is growth slowing in this order because it's one of these things where the first one that's a problem, if you don't fix that, it doesn't matter if you fix one of the ones below.
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On Writing WellTheir words
for writing on writing well by William Zinszer. I know I'm not the only one but that's kind of the point. um on my best day I write like that.
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Crossing the ChasmTheir words
for product I actually like crossing the chasm which of course everyone's heard of but what I find is no one's read it [laughter] so that you know the little picture and you think you know what the chasm is. What I find is very quickly I I realized oh you haven't read the book you saw a blog post and you and there's so much good stuff in there how to define a market and really what to do with this model. It's fantastic. So I highly recommend reading the book.
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Beliefs
Korrents What they believe 24 beliefs — each backed by an exact quote.
Each is a — compiled by korrents.com, not by them: the one-line wordings are korrents', the quotes are theirs.
Recent
Diagnosing stalled growth has a strict order, because fixing a later problem does nothing while an earlier one is still broken.
there's a there's a series of of questions that I ask to to diagnose why is growth slowing in this order because it's one of these things where the first one that's a problem, if you don't fix that, it doesn't matter if you fix one of the ones below.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
A cancelling customer already survived an improbable gauntlet to buy, which makes churn an emotional emergency before it is ever a metric.
They actually had the budget and bought the stupid thing. Then they went through onboarding and invested their time etc etc. That is a crazy gauntlet that almost no one gets through.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Cancellations always overtake marketing, because cancellations grow automatically with the company while marketing grows only as fast as you can improve it.
Marketing grows only as fast as you can improve marketing. We all know that's quite hard actually. It's linear. It's hard to find new channels that aren't trivial. Like, it's hard. Of course, we're going to do it, but like it it's hard. Whereas, cancellations grow automatically as you grow, right? So, cancellations always overtake marketing for this reason.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Show 21 more
Every subscription business has a hard ceiling on its size: new customers per month divided by the cancellation rate.
So let's suppose you add 100 customers a month and you have 5% cancellation. So 100 divided by 5% is 2,000. So a company like that will never have more than 2,000 customers.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Asking a leaving customer what made them cancel, rather than why they cancelled, gets materially better answers.
What you want to do is say what made you cancel? In other words, what about the product or situation or whatever caused the cancellation? Just phrasing it that way, you get much better results.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally.
And I realized it was the first one on the list and I thought, huh, I wonder if people are just picking the first one. So then then we randomized the list so everyone saw a different order of the list and now all the items were picked equally
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
"Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought.
And that is never ever ever the reason. How do I know? Because they already looked at your homepage, read all the stuff, saw what you promised, looked at the pricing page, and decided to buy it.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Complex systems do not have one root cause, so root-cause analysis is the wrong thing to be doing.
Another as a sidebar, I hate the idea of a root cause. Complex systems do not have one root cause. They often have many interlocking things that could be done to detect earlier or to change it or to reduce or and not one root cause.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Most cancellation happens in a customer's first days, so small onboarding changes have effects that later changes never have.
Um all almost all companies have a whole lot more uh cancellation in the first day, 30 days, 90 days, depends, right? But the first period than the whole rest of the customer's life. And also small changes in the onboarding can have large effects on cancellation.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
An LLM is an averaging machine, so it is good at themes and bad at exactly the un-average details that make customer research actionable.
if you think about it, it sort of makes sense because the LLM is an averaging machine, right? It's predicting the most likely that's an averaging kind of a thing. And so when what you're looking for is a kind of average, it's usually pretty good. So, summarization, topics, themes. But when you're asking for like what is interesting and not average, it's actually pretty bad at it.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Raising prices usually leaves signups unchanged or increases them, which is not what the textbook demand curve predicts.
So what usually h what often happens is you raise prices and signups don't change. When I say signups, I mean the like signups per month, you know, the rate at sign or signups go up. This happens all the time.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Price selects the market: a serious buyer reads a low price as evidence that the product cannot possibly be good enough.
just think about a company with a thousand employees and 400 million in revenue or whatever. And um if they see a product that's, you know, $2 a month or even $100 a month, their thought is like, well, that can't be good enough. They're not mature enough. It's not going to do enough.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Price is not the number on the page; the structure and the positioning are as much a part of pricing as the number is.
the the largest point is pricing is not just the number on the page. It's positioning. It's how their budgets work. It's how it's structured.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Selling a saving caps what you can charge; selling more of what the buyer already values raises that cap by an order of magnitude.
It's just that it caps this price and this value that is they perceive that you do. Whereas if you deliver more of the value that they already value, it's I don't want to say uncapped completely, but like the cap is maybe an order of magnitude higher than saving.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
No software company reaches real scale with net revenue retention below one hundred percent, because cancellation simply wins.
there should be no way to get a big company like a public SAS company Unless NR is greater than 100, like otherwise cancellation should just win. And that is in fact the case.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Net revenue retention flatters a business, because a percentage lost always needs a larger percentage gained to get back to even.
When you have a loss, a percentage loss, you have to have a greater percentage gain just to get back to where you were. In this case, a loss of 20% requires a gain of 25% to get back to where you were.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Marketing channels do not settle onto a plateau; after the S-curve they sag, which is why the shape is an elephant and not an S.
But that's not what happens. What happens is it starts with an S-curve and then it starts sagging. Its butt starts sagging down. So, I wrote an article about this called the elephant curve, which is what I named it, right?
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Adding one more feature and asking marketing to push harder will not restart growth, even when the feature is great.
Just adding one little feature and then hoping we can flog Adwords is not going to work. Even if the feature is great, not going to work.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Growing forever is not automatically the goal; a company that has hit its limit can choose to maximise profit instead of revenue.
But what we could do is maximize profit instead of revenue now. We've been maximizing revenue, but maybe we maximize profit instead.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
"If you're not growing, you're dying" is truer of the person than of the company.
And so the not growing part, what I like to say is maybe the you and if you are not growing, you're dying is you the person as opposed to you the company.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Expected value cannot decide the once-only decisions, because you know neither the probabilities nor the shape of their curves.
But the truth is we don't know what the probability is. We don't know what the probability curves look like. We actually can't use expected value.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Writing on a schedule is worth less than only publishing what is the best you can do, even if that means one post a year.
my attitude was was always I will only put out stuff if if it's the best that I can do. It's up to the reader to decide if it's good or useful. Um, and if so, if I don't have that, I'm just not going to publish.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
A/B testing cannot touch anything that actually decides a company: not strategy, not vision, not insight.
AB testing doesn't work very well and it doesn't work on most things. It won't work on strategy or vision or insights like nothing actually important to the success of the company. You don't AB test whether Uber is a good idea.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
Every question about stalled growth reduces to whether the customer is actually getting the value you promised.
I think if you if you tried to find a common thread throughout all this stuff about growth, it comes back to the customer getting value.
The surprising advice from a founder who built 2 unicorns | Jason Cohen (WP Engine) Said 25 Jan 2026
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Recommends rcmnd
rcmnd What they recommend 9 things — each backed by an exact quote.
Compiled by rcmnd.app, not by them: the quotes are theirs, and each links to the post it was copied from.
Recent
Recommends Crossing the Chasm
for product I actually like crossing the chasm which of course everyone's heard of but what I find is no one's read it [laughter] so that you know the little picture and you think you know what the chasm is. What I find is very quickly I I realized oh you haven't read the book you saw a blog post and you and there's so much good stuff in there how to define a market and really what to do with this model. It's fantastic. So I highly recommend reading the book.
youtube.com 25 Jan 2026
Recommends On Writing Well
for writing on writing well by William Zinszer. I know I'm not the only one but that's kind of the point. um on my best day I write like that.
youtube.com 25 Jan 2026
Recommends Talking to Humans
This is a direct quote from Giff Constable’s excellent book Talking to Humans. It’s only 80 pages; I highly recommend it.
longform.asmartbear.com 22 Dec 2024
Show 6 more
Liked Traction
Traction by Gabriel Weinberg (founder of DuckDuckGo and others) and Justin Mares (2015)—an under-appreciated book on how to get initial sales (or conversations).
longform.asmartbear.com 22 Dec 2024
Recommends Deploy Empathy
Deploy Empathy by Michele Hanson (2021)—how to find and talk with customers with a mindset that unlocks what you actually need from them.
longform.asmartbear.com 22 Dec 2024
Loved The Mom Test
The Mom Test by Rob Fitzpatrick (2013)—probably the single best book on this topic, and compatible with all the articles on this site.
longform.asmartbear.com 22 Dec 2024
Loved Continuous Discovery Habits
Comprehensive advice from Teresa Torres, also the author of the fantastic book Continuous Discovery Habits that also explains what to do with the information you get from interviews.
longform.asmartbear.com 17 Sept 2022
Recommends Venture Hacks
Healthy disagreements notwithstanding, Venture Hacks is a must-read if you’re interested in funding or selling a company.
longform.asmartbear.com 23 Feb 2009
Liked Freakonomics
I first noticed the problem when I read Freakonomics. It’s another great book on sociology, written by a science-minded journalist (Stephen Dubner) and a story-minded economist (Steven Levitt), with nice stories and backed by convincing data.
longform.asmartbear.com 6 Feb 2008
Where they publish
Blog A Smart Bear His essays on startup strategy and pricing. Has a feed.
Recent
- "You didn't do it right" 11 Oct 2026 Four sincere attempts at OKRs, four failures, and every time: "you didn't do it right." Maybe the framework doesn't fit you -- so how do you find one that does?
- What is the value of one hour of a startup founder's time? 19 Jul 2026 Startup founders undervalue their time. Here's why you should act like it's $1000/hr, and how it changes the decisions you make.
- Lost confidence 21 Jun 2026 RICE and other confidence-based frameworks are mostly noise. Here's how to make decisions without pretending to know the unknowable.
Show 17 more
- Worrying is self-fulfilling; what to do instead 24 May 2026 Worrying makes things worse. Replace worry with preparation and strategic planning.
- How to hire people who are better than you 19 Apr 2026 If you don't hire people better than you, the organization gets bigger, not better. But how do you hire for something you don't understand?
- Maybe not so much with the "optimization" 22 Mar 2026 In the quest for optimization, A/B tests, metrics, and funnels, we're in danger of losing the fun and value of creative work.
- Strategic choices: When both options are good 22 Feb 2026 Real strategy means choosing between two good options and accepting all the consequences--even the painful ones you don't like.
- A compass is not a map 25 Jan 2026 A compass tells you which way is north, not whether you should be heading north. So what is the map to startup success?
- Creating space 4 Jan 2026 Do less, to create the space to be great.
- Scaling by "delegation" isn't good enough 7 Dec 2025 Delegation doesn't scale your business. What does: Creating a team that is better than the current team. Including you.
- Mission, Vision, poTAYto, poTAHto 9 Nov 2025 Mission, vision, purpose, BHAG. Are they useful north stars, or academic nonsense?
- When being an "expert" is harmful 28 Sept 2025 Expertise hinders learning. Learn from these examples, so that you leverage your expertise, but aren't blinded by it. Insights come from curiosity, not certainty.
- Your target market isn't demographic 7 Sept 2025 How to define your actual target market, which probably isn't traditional demographics and firmographics.
- Yes, but who said they'd actually BUY the damn thing? 17 Aug 2025 Have a great idea? Prove it by finding ten customers ready to hand over cash. Everything else is avoiding the truth.
- Max MRR: Your growth ceiling 27 Jul 2025 Your company will stop growing sooner than you think. The "Max MRR" metric predicts revenue plateaus based on churn and new revenue.
- Specificity: A weapon of mass effectiveness 13 Jul 2025 Want to write better? Swap generic words for specifics to make your text clear, powerful, engaging, and even funny.
- Ruthless prioritization while the dog pees on the floor 22 Jun 2025 Because time is zero-sum, prioritization is mandatory. This is an index of purpose-built prioritization frameworks, and an overarching one to optimize your life.
- Bootstrapped CPC rule of thumb: ARPU/25 8 Jun 2025 Bootstrapped and unsure about CPC? Use the rule of ARPU/25.
- More or less 1 Jun 2025 You must select between three pricing strategies, and fully commit to their implications.
- Rude Q&A: The constructive devil's advocate 25 May 2025 Nothing clarifies things quite like a hyperactive, all-knowing, all-seeing, real asshole of a devil's advocate beating the living crap out of you.
Link verified 20 Sept 2026. Recent items update automatically from the channel.
x.com @asmartbear Posts.
Recent
- A founder ended the newest Smart Bear Live (E10) by saying: "Wow, I get to wake up and play this game every morning." You hear that line less often than you'd think. Most of what needs to be done in business is stuff you don't really want to do, and there's more of it every year the company grows. I don't hear that line as "the work is fun." Nobody enjoys chasing a late payment or having a hard talk with an employee. I hear that the game is worth playing. The hard parts are moves in it, not a punishment for starting it. That's the spirit of the whole show. In E01, we spent part of the call wi… 3 Nov 2026 youtube.com
- Anything you can make by yourself in a year, the big incumbent can copy any time they like. Technically. They can’t copy design, brand, positioning, or social. Make things they can’t or won’t copy, beyond “features.” 2 Nov 2026 longform.asmartbear.com
- Post Bridge's founder @jackfriks on why he doesn't want to choose just one ICP: "I'm afraid of getting it wrong." But "not choosing" is already wrong. In Smart Bear Live E12: 2 Nov 2026 youtube.com
Show 17 more
- “I couldn’t care less” meaning you care so little, it’s impossible to care less? “I couldn’t care less” meaning you care so much, so vehemently, nothing could make you stop caring? (It’s the former, but I like phrases/words that can mean their own opposite.) 2 Nov 2026
- Your stickiest customers care about more than "features". They stay because your product is part of who they are. Watch my E10 cohost @jessicamalnik find Mindstamp's stickiest customer: the one who cares about a certification "at the identity level." 1 Nov 2026 youtube.com
- New Smart Bear Live E12 just dropped! Post Bridge loses 20% of its customers each month. Its founder knows narrowing to an ICP should be smart but "it doesn't feel like that." Cohost @tibo_maker and I workshop it with @jackfriks (Post Bridge): 1 Nov 2026 youtube.com
- > “Focus on inputs, not outputs.” For daily work, I like that. If you're sure which outputs are most important to target right now. And which inputs are most important to get you there. So, strategy is still critical. 1 Nov 2026
- Your competitor has a thousand tech support reps. And yet, you can beat them at tech support. A customer who writes to your competitor gets a ticket number, a script, and a rep who can't change the product. Or an AI who gets it wrong half the time, but at least it's fast and 24/7 and in 50 languages. Bullshit has never flowed so quickly! A customer who writes to you can get the founder, or employee number two, who knows the product and can fix the problem. And the bar is low. If a real person answers the email, you're already ahead. So a little startup can have better tech support than any la… 31 Oct 2026 longform.asmartbear.com
- Often reading/thinking about P generates an unrelated idea Q, Because it triggers a connection, or because your brain was already processing without your knowledge nor consent. Create the space for that. If it's all to-do lists, there's no space. 31 Oct 2026
- It takes the same engineering effort to build a $10/mo product as a $20/mo product. It takes the same marketing effort to sell a $10/mo product as a $20/mo product. 2x the revenue but 6x the profit (because all new revenue flows directly to profit). Your choice. 31 Oct 2026
- Name one podcast your buyers listen to. I asked Userlist’s founders. Jane Portman, who has been podcasting for 10 years: “I don’t listen to any podcasts at the moment either.” New Smart Bear Live E11: 30 Oct 2026 youtube.com
- Are business models more like Mayan astronomy (useful but wrong) or Quantum Mechanics (correct but incomprehensible)? Most are neither - they're pretty PowerPoints masquerading as insight. 30 Oct 2026 longform.asmartbear.com
- “Rather than chase what makes you happy, design a life where you avoid the things that make you unhappy.” This is wise because often we don’t know what will make us happy, or it changes over time. Whereas, you do know what makes you unhappy. It’s easier to execute. 30 Oct 2026
- As a kid, I stared at one office building every time we drove out for bagels. It had a sloping ramp, and the building scared me. It's imprinted on my memory like a duckling on its mother. I don't know why. 40 years later, I'm standing in a public park with Heather Brunner, our amazing CEO, and a few dozen of the hundreds of people who worked at WP Engine. Our sign is going up on that building. We kept checking the logo on our phones to make sure each piece went on the right way. None of us could remember which way it went. I know: everything is virtual and distributed now. Bits, not atoms. Wh… 29 Oct 2026 longform.asmartbear.com
- A founder told me he multiplied his price by 5 for his biggest customers. Their answer: “Okay, what else you got?” They didn’t push back at all. His price was nowhere near what they would pay. The story I told Userlist’s founders, Smart Bear Live E11: 29 Oct 2026 youtube.com
- Every VC I've heard says they win by being "contrarian but right." "Every one" means it's consensus, not contrarian. I don't even try to be contrarian. It's hard enough to be right. If the right answer is the one everyone agrees on, it still goes in my strategy. 29 Oct 2026
- Userlist is built for sophisticated marketers. Jane Portman likely knows more than they do, yet feels “a bit imposter-ish.” Smart Bear Live E11: 28 Oct 2026 youtube.com
- When two extremes are both bad, distance yourself from both. A “Middle Way” or “balance” is appropriate. When they’re both good choices, the middle is bad -- you're not taking advantage of either. More detail: 28 Oct 2026 longform.asmartbear.com
- The founders you're told to copy can't all be right. Instagram and WhatsApp raised venture money and grew as fast as they could. 37signals stayed small and calm on purpose. @levelsio builds his companies alone. The course-sellers say their system works for anyone who buys the course. And my company, WP Engine, was built on 24/7 uptime and a lot of customer service. You can't follow all of them. So which one is the right way to build a company? None of them. They're outliers, even among the founders of their own time. Fewer than 10% of software companies raise money at all, so the Instagram pa… 28 Oct 2026 longform.asmartbear.com
- You set high plan limits to be generous, but that can backfire. Userlist’s baseline was 500,000 emails a month. My cohost Mariya Delano: “When you’re this much cheaper than everyone else, it’s suspicious.” Pricing in Smart Bear Live E11: 27 Oct 2026 youtube.com
Link verified 20 Sept 2026. Recent items update automatically from the channel.
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