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Jonathan Spier

CEO of Rev & Multiple x Founder, Advisor, Investor

Jonathan Spier is the CEO of Rev, a company that helps leading B2B companies find their next best customers.13 He has over 20 years of experience in building category-leading companies, including two prior roles as a venture-backed CEO.1

Some key points about Jonathan Spier:

  1. Current role: CEO of Rev since February 20213

  2. Education: MBA from Harvard Business School and a BA in Computer Science from UC Berkeley23

  3. Previous experience:

    • CEO of PLAE (2012-2020), a digitally native sneaker brand3
    • Co-founder & CEO of NetBase Solutions (2004-2011), a leader in Social Media Analytics3
    • Engineering at Ariba (1998-2002)3
  4. Other roles:

    • Member of Forbes Technology Council (since August 2022)3
    • Operating Advisor for multiple companies (since May 2020)3
    • Entrepreneur In Residence at Altos Ventures (2011-2012)3
  5. Expertise: Startup development, AI, leadership, strategic partnerships, enterprise sales, marketing, and business development

Jonathan is known for his track record in establishing market dominance, driving growth, and creating value in his ventures. His LinkedIn username is indeed jspier.3

Highlights

Aug 29 · linkedin

Last Friday, I had dinner with a famous VC investor who told me 65% of VC’s will go out of business in the next few years. I believe him. Here’s what that means for startup leaders waiting on their Series A/B/C:

Those of us in startups tend to think VCs are at the top of the food chain.

They aren’t.

VCs are businesses too.

They raise money from THEIR investors (aka LPs).

And their job is to make a return for those LPs.

With outstanding returns in the 2010s, VC was on a win streak.

Many more funds were born.

And existing funds got much larger.

In 2021, 1577 different VC firms raised a total of $183 billion.

But at the same time, costs to launch a startup have gotten cheaper.

Widely available tools, global workforce, and easy (online) distribution mean it’s never been easier, or cheaper, to start a SaaS company.

So how are VCs supposed to deploy all that money they’ve raised?

They can’t.

There is too much money chasing too few deals.

Make no mistake, for VCs, it’s a fatal mix.

The IPO window is closed – companies can’t go public.

So VCs aren’t making money with big IPOs.

M&A isn’t happening (at least not at good prices for sellers).

So VCs aren’t making money by selling their companies.

If VCs aren’t making money, they can’t return capital to their LPs.

They are in trouble.

Of course, VCs rarely go out of business the way their companies might.

Reputations are at stake, so change happens quietly.

But it’s the same result.

It’s already happening.

Listen carefully, and you’ll hear VCs saying:

"We have decided not to raise another fund.”

Translation: they probably can’t.

More firms will say that they are “no longer investing”

Partners are “deciding to take operating roles.”

Managing Directors are retiring.

In 2023, 597 VC firms raised $81B.

That’s down 63% and 56% (vs. 2021).

The VC party is over.

Or at least this chapter is...

The select few at the top of the VC list will have their pick of deals.

The great business builders will choose their spots and continue to thrive.

I’ve been lucky to work with a few of those and am certain that their expertise and relationships will carry them through.

But over 50% of existing firms, won’t survive.

That means if you're a startup CEO or operator raising money in this environment, you need to understand the game has changed.

Don’t buy the stories of some founder that raised $30M with $200k ARR and a good deck.

The era of VCs bailing out bad businesses with huge checks is over.

Many of the VCs won’t even be around in a few years.

There is only one strategy that works in this economy.

Focus.

Nail your ICP.

Delight your customers.

Get profitable to control your financial destiny.

The best time to raise money is when you don’t need it.

It’s a harsh economy out there.

Burrow down deep to survive the winter.

Remember:

Tough markets make strong companies.

Aug 21 · linkedin

I’ve been CEO of 4 different VC-backed startups, with valuations ranging from $0 to $150M+. Here are the 3 biggest sales mistakes I see at every company (no matter the size or stage):

  1. Confusing “best” and “average”

Signing a $300k deal with Coca-Cola was a game-changer.

They got huge value, and were willing to tell people about it.

So we told ourselves, “We just need to find more Coca-colas."

Fat chance.

This way is thinking is natural for us salespeople.

You signed a $300k deal – the next one should be $350k!

It’s tempting to think your your best deal is now your new standard.

But it doesn't work that way.

Don’t create a plan where suddenly every deal is supposed to be $300k.

You’ll strike out and burn a ton of time and talent trying.

  1. Premature scaling

The math seems to make sense:

Number of reps x Quota = Target.

Hire the reps, make sure rep hits quota, and you’re golden.

The problem is: it rarely works that way.

New reps struggle to get up to speed.

Response rates are lower → less pipeline Conversion rates are lower → fewer deals closed Average selling price is lower → quotas are missed

Your reps doing 140% of plan can’t make up for 5 at 30%.

It’s past time to throw out that old math.

You can’t add reps to hit an aspirational goal.

This market demands you match reps to actual demand.

You don’t hire when your plan says you need more production.

You hire when you have more in-ICP meetings than you can handle.

But how do we hit the number we promised we’d hit???

Bad news – you aren’t going to hit it anyway.

Signing up for a crazy goal on bad math just puts your head on the chopping block.

Instead, reset expectations.

Burn less, longer, to build demand.

Grow when demand requires it.

  1. Insufficient focus on after-the-sale

In the olden days, you could sign $1M deals.

Customers knew they couldn’t get value until they fully deployed your solution.

Not anymore.

SaaS has made trial simple.

Time to value is faster.

Deals start smaller.

It’s easier to sell in.

But it’s also easier to churn out.

Churn is up in this market.

Customers are looking to cut costs.

Worse, they're looking to simplify tech stacks and cut vendors.

Gone are the days when you can sell a deal and run away.

But too many still do exactly that.

It’s human nature.

After all, Comp Plans get a lot less exciting after Closed-Won!

The best sales leaders know that next year’s plan relies on keeping and growing this year’s customers.

They deploy their time and people accordingly.

TAKEAWAY:

Each of these mistakes starts with natural thinking.

But it doesn’t work.

Hard markets demand focus and discipline.

Focus your ICP.

Celebrate your big wins, but don’t expect to repeat them every time.

Don’t grow faster than actual, real, in-ICP demand.

Stay connected to customers throughout the year. Renewal matters.

Optimism is great.

But hopeful planning is a business (and career) killer.

Get it right and you can still win in this market.

Related Questions

What is the main focus of Rev under Jonathan Spier's leadership?
How did Jonathan Spier's previous roles at PLAE and NetBase prepare him for his current position at Rev?
What are some key strategies Jonathan Spier uses to drive GTM success at Rev?
How has Jonathan Spier's experience with AI influenced his approach at Rev?
What are some notable achievements of Jonathan Spier in his career?
Jonathan Spier
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Menlo Park, California, United States