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Fraser Davidson
CEO at Cyclr Systems Limited
Fraser Davidson is a seasoned executive, entrepreneur, and investor with an extensive background in marketing, private equity, and growth strategy. He studied International Business and Modern Languages, Marketing, and French at the University of Strathclyde in Glasgow, Scotland, and later pursued further studies at Ecole Superieure de Commerce in Troyes, France. His diverse career path included four years at Renault, where he worked in marketing and product strategy, and over eight years in private equity, learning how to deliver shareholder value. He later advised young software companies on growth strategy, specializing in making businesses more investable. Currently, he is the CEO and co-founder of Cyclr Systems, a software company, and an occasional investor and Non-Exec Director of SynchTank and sce.ne. His professional experience spans from marketing and product management to board-level positions in a wide range of industries. Davidson brings a wealth of knowledge and expertise to any venture he is involved in, thanks to his extensive experience in various aspects of business management.
Highlights
To AI or Not To AI?
That’ll be Not To AI for me please. Cyclr is sailing against the wind. Why?
Building on my post from a month ago, I thought I’d double-down on where I left off.
Don’t get me wrong, AI is awesome. Awesomely powerful, awesome potential. I personally love it.
At Cyclr we partner with many AI vendors and provide a controlled integration ecosystem to secure access to the 3rd party data their applications need on a customer by customer basis. And this works very well. Cyclr partnering with AI vendors makes a lot of sense.
But my decision as CEO is currently not to develop AI inside Cyclr.
I recognise this stance is contrary particularly when (and I admire them a lot) other iPaaS vendors such as tray.io have gone all-in and wholesale rebranded as tray.ai.
The strongest positive argument for AI within an iPaaS platform is that the AI can help with integration flow creation. This can be particularly powerful when users are less technical. As Rich, the CEO of Tray, says in his video their vision is that ‘anyone can resolve their problems without the constraints of technology’. I am a buyer, if it is for your own internal purposes.
So why not do the same at Cyclr? Well our audience isn’t users or companies that self-determine their comfort with the use of AI for their own individual/internal data and workflows. Our audience is technology and service companies that use Cyclr to administer workflows that they push out externally to their own customers. In other words any decision I make to incorporate AI would impact our customers' customers. We are a B2B2B facilitator, not a direct B2B business.
Right now I don’t feel the AI ecosystem is sufficiently evolved to allow AI to participate heavily in a B2B2B ecosystem. My suspicion is that the use of AI is, and will become increasingly, divisive. Already we have heard rumblings from large corporations that AI must NOT be used inside software products they use and a requirement for full disclosure, and break clauses, if this were to change. I can only see this increasing in the short-term. They are not yet comfortable with the ‘black box’ AI segregation and flow of data. Right now I think simplicity is best when it comes to large enterprises.
The second driver for my decision is that our audience is technical. We have seen a trend towards wanting more control of the detail and flows - rather than less which AI would provide. This trend even goes against the ‘low-code’ trend of the last few years. It is my job to listen. Our 12-18 months roadmap is full of value-add, more technical, features that don’t need AI in them to be powerful.
I accept fully that this is a position ‘of the moment’ for 2024. It may not be the right position for 2026. However my bet is that, a bit like blockchain (that ‘everyone’ was going to use when it came out), AI will find its place in some, but not all, applications. B2B2B iPaaS (or ‘embedded iPaaS’) where we play is a watching brief at best for now.
SaaS pricing strategies have been a lot on my mind lately. Prompted by recently speaking to a couple early stage founders, and I wanted to share some insights and thoughts that have been brewing.
My views on pricing have been informed by my years at Cyclr and, more importantly, by all the start-ups I have been directly and indirectly involved in over the years.
I don’t claim to have all the answers, but I hope my experience might resonate.
One of the biggest pitfalls I've observed is that many young tech start-ups don’t price their product based on the problem they’re solving for their customers, and the quality of that resolution. Instead, they price based on what competitors charge.
If a competitor sets their price at £99 p/m, they want to match it. It’s an easy option, don’t let price be the barrier to sale.
But I find that this approach lacks finesse and an understanding of your unique value proposition.
Every market, including software, has premium and budget products. You need confidence in your market positioning and your product, or you'll inevitably default to competing solely on price.
This is where the real issue lies, a market where the players seek to win based on competitor price matching alone is a race to the bottom. Once a product is priced cheap it is hard to raise, much better to be correctly perceived as priced for your value (and of course discount if necessary).
Consider this: you can't invest in creating a market leading product if you aren’t pricing in the investment required to do so. So many entrepreneurs take the stance that they will worry about financial contribution and margins ‘down the line’.
Founders can be prone to take the view that the graft of the founding team (who will work all hours) will be infinitely scalable. It won’t. At some point you will have to employ a team on arms length wages.
If you're the cheapest product, you won’t have the finances to invest in the team to create and maintain the features and improvements that a premium product requires.
I say all this and recognise that it is easy to say and harder to do. I have made mistakes many times, Cyclr included, and lived the journey of having to re-price (generally upwards) to reflect the proper value:positioning:investment in resource equation.
What are your thoughts on SaaS pricing? Have you ever struggled with pricing your product? What strategies have worked for you?
Please let me know your thoughts in the comments.
