Andrew Wilkinson shares his journey from founding MetaLab to creating Tiny, a Berkshire Hathaway for internet companies. He discusses a failed business launch post-MetaLab, losing $10 million on a software venture, struggles with competition from Asana, and valuable lessons learned from costly business defeats.
Focusing on acquiring businesses over launching new ventures contributed to the growth of Andrew's holding company.
Understanding metrics like churn and customer acquisition costs is crucial for sustaining a SaaS business.
Deep dives
Andrew Wilkinson's Journey From Agency to Building a Holding Company
Andrew Wilkinson, co-founder of Tiny, transitioned from running a successful design agency named Metal Lab to forming a holding company with various businesses. Facing the challenges of launching new ventures, Andrew shifted to acquiring businesses, leading to the growth of his holding company that now encompasses multiple entities.
The Rise and Fall of Flow: A Costly Mistake
Andrew recounts the story of starting Flow, a shared to-do list app, inspired by the success of Basecamp. Despite early success and rapid growth, financial mismanagement led to significant losses. Competing with Asana, Flow struggled to keep up technologically, neglected crucial platform expansion, and faced marketing challenges, ultimately resulting in a substantial financial loss.
Lessons Learned: Failures and Insights into Building a SaaS Business
Andrew shares key takeaways from the failure of Flow. Lessons include the importance of raising capital in competitive markets, the limited competitive advantage of an exceptional product, and the critical role of understanding metrics like churn and customer acquisition costs in sustaining a SaaS business. He emphasizes the significance of combining a good product with effective marketing, cautioning against engaging in highly competitive spaces without adequate resources.
Episode 120: Andrew Wilkinson is the co-founder and CEO of Tiny, a publicly traded holding company trying to be Berkshire Hathaway but for internet companies. In 2007, Andrew started a Canada-based design agency called MetaLab, which grew to $40-50 million in revenue & $20 million in profit. After trying and failing to launch other businesses, Andrew pivoted to buying businesses to grow his holding company. I’m going to read a story by Andrew about one of the businesses he tried to launch after MetaLab and his lessons from its spectacular failure.