Emil Hajric

Self-proclaimed superhuman and wolf. Founder of Helpjuice.com

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The Responsibility of a CEO ($0-$1.2mil)

We’ve been growing pretty nicely at Helpjuice. It seems as so we’ve been averaging hiring 2-3 people a month right now, which is an interesting way to describe that we’re doing well because I personally look at Revenue as the best KPI for any given CEO.

I think companies, like CEOs, can be placed into three buckets: 0-10, 10-100, 100-1000.

These numbers can represent revenue, employees, or, really whatever KPI you decide.

One thing is common: The KPI (key performance indicator) is going to shift, as you grow. This means, your job as a CEO is going to be rapidly different, depending on what bucket you’re in.

Take, for example, a bootstrapped B2B Software Company, and imagine you’re a CEO in these three scenarios:


At this stage, your job as the CEO is entirely to make sure you have product market fit. Obviously this number might be a tad bit higher assuming you’re doing

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Using Customer Support As A Way To Increase Your LTV By 558%

We (http://helpjuice.com) recently increased our prices to $199/mo (from $49/mo) for all new customers.

Surprisingly, this also increased our conversion rate by an extra 5%

Here’s what happened;

 0) “Charge more” bullshit 

So, everyone says ‘you have to be charging more’, and all that other good stuff. But, what does that even mean? You can’t just charge more

Helpjuice pricing was pretty damn simple. It started at $49/mo and went up to $149/mo. We did a horrible job at upselling, so most people would either fall in the $49/mo plan or $99/mo plan.

A lot of people thought we were undercharging - I didn’t understand why they thought so.

“I can’t just increase our prices” – I said to one of our investors, Collin Gutman.

“Why not?” – Collin asked

Once you’re in the 'trenches’, you don’t think about the long-term vision as much, as you’re having a hard time even keeping up with your

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Our 1% Churn, or Why You Shouldn’t Care About A Customer Canceling

Cancelations don’t happen frequently at Helpjuice, but whenever they do, it hits me hard.

“Why would someone move over to [insert competitor name] ?!?!”
“Don’t they know they suck?!”

If you’re in SaaS, you’re going to have Churn. People are going to cancel.
You’ll hear a million reasons why they canceled – but you might not ever truly know WHY they canceled.

And that’s ok – you shouldn’t. Because a lot of people simply aren’t a fit.

Let me elaborate. There’s always going to be two segments of users for your SaaS:
1) Customers Paying Money…for your product
2) Customers Paying Money To Solve The Problem

You shouldn’t care if customer segment #1 cancels. They’re the wave riders. They’re the Hacker News folks that sign up..just to sign up. If they enter their CC details, don’t expect them to stick around. They’ll bitch about a lot of things – because they don’t have the actual

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Micro-focus and hiring

We’re at the stage with Helpjuice (my startup), where we’re gearing up and figuring out all these numbers so that we can bring on more growth capital and grow faster.

My friend Ryan and I have been going back-and-fourth about certain tasks that need to be done and why you should hire someone to do them. One of them is content marketing;

“What if someone sucks, why would you hire them?”

Here’s the truth; If you choose to do that task (in this case content marketing), there’s no way you’ll be as good as someone who is micro-focused on doing so.

A team member should only focus on 1 thing; They need to be micro-focused, and micro-hustle on that, so that you can focus on the big picture.

All it takes is one day, 20 extra emails, to set you back. If you’re juggling multiple hats, this can be very destructive if you’re trying to hustle on one specific task (such as content marketing)

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Startup founders should be wolves

Far too many startup founders are sheep. They follow the latest & greatest startup hacks. They try to innovate. They do a lot of ‘stuff’, because they’re not pure-bread wolves.

Startups are stressful, where the competitors you fear are wolves, and the ones you don’t are sheep.

Be a wolf

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