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Mark Roberge

Based in Marblehead, Massachusetts, United States

Mark Roberge is a prominent figure in the startup and venture capital landscape, currently serving as the Co-Founder and Managing Director at Stage 2 Capital. He is also a Senior Lecturer at Harvard Business School, where he shares his expertise in sales and entrepreneurship.

Professional Background

Prior to his role at Stage 2 Capital, Roberge was the founding Chief Revenue Officer (CRO) at HubSpot, where he played a crucial role in scaling the company's annual revenue from $0 to $100 million and expanding the sales team from one to 450 employees. His contributions to the field earned him recognition, including being ranked #19 in Forbes' Top 30 Social Sellers in the World and receiving the Salesperson of the Year award at the MIT Sales Conference in 2010.

Roberge is actively involved with various startups, serving as a board member and advisor, and has made significant investments in the tech sector. His investment firm, Stage 2 Capital, focuses on B2B software companies, typically investing between $4 million to $6 million in early-stage startups.

Education and Publications

He holds an MBA from the MIT Sloan School of Management and a B.A. in Mechanical Engineering from Lehigh University. Roberge is also an accomplished author, known for his bestselling book, The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to Go from $0 to $100 Million, which outlines his data-driven approach to sales and scaling businesses.

Personal Life

Outside of his professional endeavors, Mark Roberge is an avid runner, yogi, and golfer. He is also a Deacon at Old North Church and enjoys spending time with his two teenage sons.1234

Highlights

Jul 30 · linkedin

You're on the lookout for your next job. You have a potential opportunity, but how can you determine if it's a good fit? And how do you assess whether you're the right candidate for the position?

We explore this riddle in this episode of #TheScienceOfScaling with my friend Dini M., founding #CRO at Lattice and LP at Stage 2 Capital. She was looking for her next gig and came across a company much smaller than she was targeting. She was intrigued for several reasons, including their founder, Jack Altman, Sam's brother and one of the most brilliant founders she has met. Five years later, she had expanded revenue to over $100M. Here is how she assessed the opportunity.

(1) "Diligence your prospective boss and how they lead with past subordinates":
Almost every hiring manager checks references for potential new hires. However, very few candidates reference their future bosses. It's important to dig deep and find out what it's like to work for them. How do they lead? How do they delegate tasks? Do they empower their employees? Many people say, "I want to work for a great leader, a great boss," but not many put in the effort to properly assess this desire.

(2) "Diligence how prospective customers are thinking about the problem, not the product": Dini went out and spoke to 15 HR leaders. She didn't inquire about their opinion of Lattice and its product. Instead, she aimed to comprehend their roles by "walking in their shoes". What is the day-to-day like? Why did they choose this career? How are they measured? What are their strategic priorities in the next 6 months? This approach provided Dini with a more comprehensive understanding of Lattice's opportunity and established a groundwork for her to ultimately deliver the value required from their Founding CRO.

(3) "Diligence the optimal GTM system design for the startup context and reflect whether she is the right leader for that system": Most executives engage in what I call the "inappropriate cut and paste" in GTM. They take the sales process, sales comp plan, demand gen strategy, sales hiring model, etc., and force it into their new startup without considering each element's contextual applicability. Dini had the foresight to avoid this mistake. She based the GTM system design on the contextual requirements of Lattice's business opportunity, rather than simply replicating what she already knew.

(4) "Does Dini make sense for Lattice at this stage of its growth AND does Lattice make sense for Dini at this stage of her growth?": The majority of boards and ELTs look for a leader who has "been there, done that". "Go find me the CRO who has taken a company from $0M-$100M, because that is our mission here." But why does that move make sense for the CRO? Dini explains how thorough Jack was in understanding the her career aspirations and how Lattice could help fulfill those goals."

Check out the full episode here:  https://lnk.to/TSOS!mr

Jul 24 · linkedin

Expanding from a single product to a multi-product company.

It's almost always a prerequisite to unicorn status.

And yet, that transition often leads to failure.

In the episode of #TheScienceOfScaling, we study this company evolution with the help of Ryan Meadows, Head of Global Sales at Klaviyo, Stage 2 Capital LP, and HubSpot alum. He joined Klaviyo 5 years ago when they were at around $60M in ARR. Today, they're north of $700M ARR. Expanding from a single to a multi-product company was a key foundation for this growth.

Here is an approach commonly used in the ecosystem that leads to failure:

(1) Company needs to grow from $20M to $50M this year to meet VC IRR expectations.

(2) Bottoms-up revenue math of the current product-market-channel business tops out at $40M. Company needs to find an additional $10M in growth.

(3) CEO presents plan to build new product. CEO commits to $10M in revenue from new product this year.

(4) Product and engineering work nights and weekends to deliver the product in the next 4 months. In parallel, Marketing updates the website and collateral, Sales Enablement trains the entire Sales and CS team, and Finance revises the projections.

(5) Fail. Not only does the business dramatically miss the $10M target for the new product, but it also misses the core business target because it has distracted all resources from the known business model.

It's perplexing why entrepreneurs intuitively avoid committing to a revenue target on Day 0 of their startup. Instead, they meticulously execute a sequential journey of pursuing #ProductMarketFit and then #GoToMarketFit before transitioning into revenue growth mode, complementing this strategy with clear milestones that define the transitions between phases.

However, executives forget this instinct when a business surpasses $10M in revenue. They get overly confident in their ability to define the product, messaging, and sales motion correctly right out of the gate. They don't and distract the entire organization from their predictable growth motion.

Ryan and the team at Klaviyo followed a different path. They succeeded at the multi-product evolution by replicating the operating cadence of a pre-product startup within the walls of Klaviyo. In summary:

(1) Specialize a small cross-functional product, engineering, sales, marketing, and CS team for the initiative. Select team members as you would for a pre-seed business. Refrain from distracting the core teams with the new product. Let the core team continue to exploit the predictable revenue growth of the current model.

(2) Establish North Star metrics appropriate for the new product's maturity. Use metrics around customer success creation versus unit economics and revenue optimization.

(3) Accelerate the pace of learning through daily cross-functional stand-ups, frequent analysis of customer discovery calls, and detailed customer adoption metrics.

Listen to Ryan's full story here: https://lnk.to/TSOS!mr

Related Questions

What are some of the key investments made by Stage 2 Capital under Mark Roberge's leadership?
How did Mark Roberge's experience at HubSpot influence his investment strategy at Stage 2 Capital?
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How does Mark Roberge balance his roles at Harvard Business School and Stage 2 Capital?
What are some of the challenges Mark Roberge has faced in his career?
Mark Roberge
Mark Roberge, photo 1
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Experience

Stage 2 Capital

Education

MIT Sloan School of Management

Location

Marblehead, Massachusetts, United States