Edwin Saraccini

Building Ex-Corp dev at Vetstrategy & Founderpath. Advice: Take a year off school & work. Church & Family | Philippians 4:11-13

[Edwin Saraccini @ESaraccini]

@paulswaney3 next long drive to a factory, check it out. Want to see if it's useful for ops managers, since we built it for a demand-planning feature we launched.

[Edwin Saraccini @ESaraccini]

Launched our first SKILL for Claude to help SMB manufacturers & distributors diagnose their Forecast.

Meant for Plumbing/MEC/Building suppliers.

https://t.co/cI0qIPh873

[Edwin Saraccini @ESaraccini]

@ArtemXTech @James_Moraless try this

[Edwin Saraccini @ESaraccini]

@nayibbukele Fam from Ahuachapán, Armenia, and La Libertad. Farmers, bakers, and biz with both sides of the Civil War. By the '90s/20s, sales and income “taxes” (extortion) were imposed by gang leaders. They left. Grandma returned in 2023 and opened her bakery with no fear. Gracias, Presi!

[Edwin Saraccini @ESaraccini]

Just used Beekeeper Studio AI shell. @beekeeperdata unreal!

[Edwin Saraccini @ESaraccini]

As we plan our roadmap (and soon agentic use cases to make this space more data-driven), we want to connect with more SMB manufacturers/distributors and wholesalers for common issues and become design partners. Feel free to reach out if you have someone in mind!

[Edwin Saraccini @ESaraccini]

Launched Flowmatic: helped a
🇨🇦 manufacturer to plan, sell, & keep suppliers happy. Cut forecasting time by half & accuracy by 40%. Next: schedule planning & owning AP/AR flows. Will share future thread on shifting make-to-order to assembly line readiness across the space🤞

[Edwin Saraccini @ESaraccini]

We built a suite of tools from scratch, modernizing an on-prem system and connecting it to the cloud via Airflow, AWS, and Postgres. Right now, a lot of it is custom, and I believe that's gotta be the case for 90% of manufacturers/distributors out there.

[Edwin Saraccini @ESaraccini]

@zanehengsperger Zane, I left you a DM. My brother just graduated and is looking to build some software in the space. He would rather do it on-site. Would you be open to him stopping by the shop?

[Edwin Saraccini @ESaraccini]

@MikePMoffatt Halfway point. Still have your prediction for 2030's big crisis written in my notes from GMM/CS in 2019: the polarization/division of the youth vs. the old. Things will get dicey when CPP % goes up, healthcare costs go up, and the housing crisis stays…it’s starting to play out…

[Edwin Saraccini @ESaraccini]

@Scaramucci Anthony, love the pod, but you guys act like we can move as fast as Louis 🇫🇷, China or England. We’re much more decentralized than the U.S. when it comes to Federal-State agencies to do something. We’ll need a constitutional change…otherwise, hard to compete, unfortunately 😔

[Edwin Saraccini @ESaraccini]

@dieworkwear @holland_tom would argue that today’s European/US liberal identity & values are a distinctly Christian one.

Side point: Vive la révolution (or le Roi?😇)!!! And I think the next “fun” episode should be on the History of Fashion for revolutionary movements @TheRestHistory

[Edwin Saraccini @ESaraccini]

@cjc Linear is magical. First used to plan and manage development projects (replacing Trello). Then, instead of using Slack for bugs, built a channel to report bugs (which can tag to projects) and better link across teams. Love to see where it's going and no brainer for enterprise!

[Edwin Saraccini @ESaraccini]

@martinroth @roccosavage Love this! Some orgs focus on deals past a certain stage, requiring more qualifying fields in their CRM. I.e. field input where reps have to ask prospects if the deal can close in month/quarter. All about building an honest pipeline and knowing what that looks like at each stage.

[Garry Tan @garrytan]

We all wanna be on the bandwagon that doesn't have space for us

Don't be this kind of investor

[The Secret CFO @SecretCFO]

A bank rec that doesn’t balance is the ultimate accounting 🚩.

To the penny.

[Jason ✨👾SaaStr.Ai✨ Lemkin @jasonlk]

"Mistake #2: On the other hand… not betting on the team that got me there

“Everything will be fine once we get a new head of [X]” -every startup CEO ever (also me, frequently)

When you launch a company, the initial team is usually whoever you can get. It’s typically a bunch of scrappy underdogs looking to prove themselves. At some point, either through external prompting or internal contemplation, CEOs think “maybe I need to ‘upgrade’ the team.” This thought is usually accompanied by a vague statement like “this person isn’t scaling.”

Of course, sometimes that is indeed true. There are many stories of legendary exec hires. Over the years at Gainsight, we’ve had a few—our first Chief Financial Officer and our first Chief People Officer, to name two—that had a massive impact. But much more often, I swung and missed. I hired the person with a great resume but who didn’t get our business, culture, or community. And inevitably, these folks ended up not working out, despite being very talented in other settings.

On the flip side, we’ve had incredible success with internal promotions and “up and comers,” including our first Chief Marketing Officer (started as a Director of Marketing, with no marketing experience), our first Chief Operating Officer (started in Business Operations), our third Chief Revenue Officer (started as a sales rep), our current Chief Financial Officer (started as our head of FP&A) and our current Chief Customer Officer (started as an enterprise CSM).

Lesson: Many times, I thought, “I need to hire for the role I’ll need 4 years from now.” In reality, I needed to bet on the person who had believed in Gainsight for the last four years."

[Edwin Saraccini @ESaraccini]

@grantbelden @SecretCFO @OnlyCFO Agreed. Only caveat is WTI are way better at inserting and enforcing financial + negative covenants. Founders develop pretty close relationships with them (rates are slightly higher vs SVB). Exciting times ahead tho!

[Edwin Saraccini @ESaraccini]

@grantbelden @SecretCFO @OnlyCFO Collateral is heavy on the IP with warrants. Only participate if known equity investor on the cap table. Pricing was way too low for the actual underlying business risk. I’ve seen single digits interest for modest growth company, 12 mo runway. Not sustainable but still debt