CEO · Loopwise · 3 posts/week · next call Aug 11
Ask anything about Daniel, or drag anything in from the right.
Why we killed our public roadmap
We killed our public roadmap last month. Not because we stopped planning. Because the roadmap had become a promise wall. Every promise we moved, a customer screenshot survived. What we do instead: a monthly "what shipped and why" note. Backwards-looking, 100% accurate, zero apologies owed. Commitments age badly in public. Receipts don't.
We raised prices and churn went down
We raised our prices 40% in March. Everyone told me churn would spike. It dropped. From 4.1% to 2.9% monthly. Here's what actually happened: The customers who left were the ones who never onboarded properly. They paid €49, logged in twice, and quietly resented the line item. At €69 they finally asked the question they should have asked at €49: "do we actually use this?" And left faster. The ones who stayed started behaving differently. Higher price, higher attention. Support tickets went up 20% in the first month. That sounds bad. It isn't. Tickets are usage. Three things I'd tell any SaaS founder under €5M ARR: 1. Your cheapest customers are your most expensive ones. They churn slower but engage never, and they anchor your roadmap to indifference. 2. A price increase is a segmentation event. You don't lose customers, you find out which ones you had. 3. If nobody complains about your pricing, you're subsidizing people who don't care. We lost 31 logos in Q2. Revenue grew 18%. I'd make the same trade every quarter.
