The Front Lines How Growers Edge restructured from product-focused to customer-focused organization for 400% revenue growth | Matthew Hansen ($30M Raised)
Growers Edge is revolutionizing agriculture by eliminating the biggest barrier to farmer innovation: risk aversion. With $30 million in funding raised in just 18 months under CEO Matthew Hansen's leadership, the company has evolved from a struggling crop insurance reseller into a multi-faceted agricultural technology platform. By providing downside protection for farmers trying new inputs, expanding into direct lending for equipment and land purchases, and leveraging proprietary data insights, Growers Edge has built three profitable business lines targeting a combined addressable market of over $400 billion. In this episode, Matthew shares his journey from private equity investor to hands-on operator, detailing the systematic turnaround that transformed the company from hundreds of thousands in revenue to millions, with some business lines growing at 800% annually.
Topics Discussed:
- Growers Edge's evolution from crop insurance reseller to comprehensive agricultural risk management platform
- The three core business lines: input warranties, direct lending, and data services
- Matthew's transition from private equity investor to operational CEO
- The systematic approach to company turnaround and organizational restructuring
- Strategies for identifying and scaling what's working while eliminating what isn't
- Building a customer-focused organization versus a product-focused one
- Attracting top-tier talent during rapid growth phases
GTM Lessons For B2B Founders:
- Lead with guarantee, not data: Matthew discovered that "putting your money where your mouth is goes a lot further than charts and graphs at the farm gate." Instead of overwhelming farmers with analytics to convince them to try new inputs, Growers Edge simply guarantees the performance. This approach eliminates the primary barrier to adoption - risk aversion - and accelerates decision-making. B2B founders should consider how they can reduce perceived risk for customers rather than just providing more information to justify decisions.
- Organize around customers, not products: One of Matthew's first major changes was restructuring the organization around customer needs rather than product lines. He explains the critical difference: "A company that's organized around products has something and you're trying to basically force someone to buy it, whereas the company that's focused on customers knows the customer, sees the need and provides a solution." This customer-centric approach enables rapid iteration and market responsiveness that product-focused organizations struggle to achieve.
- Scale winners ruthlessly while exploring adjacencies: Rather than trying to fix everything, Matthew focused on "watering the winners" - identifying what was already working and doubling down with resources and talent. He then systematically explored adjacent opportunities that leveraged existing capabilities, like using warranty data to inform lending decisions. B2B founders should resist the urge to spread resources thin and instead concentrate on amplifying proven success while strategically expanding into related markets.
- Build acquisition as distribution strategy: Growers Edge's acquisition of Aquoso wasn't about technology or talent - it was about buying a go-to-market engine. Matthew compares it to "when Budweiser buys a craft beer company and when you plug it into that distribution network, you see sales of that craft beer skyrocket." The acquired company's existing relationships with 28 banks and farm credits provided immediate distribution for Growers Edge's data products, doubling that business since acquisition. Founders should consider acquisitions not just for capabilities, but as a way to instantly access established customer relationships and distribution channels.
- Talent attraction follows momentum, not compensation: Matthew was able to recruit executives who had built three unicorn fintech companies not through compensation alone, but because of "the positive direction of the business, the renewed vigor of the fundraising and the support of very credible, fantastic sponsors." Top talent gravitates toward companies with clear momentum and strong backing. B2B founders should focus on demonstrating tangible progress and securing credible investors as much for talent attraction as for capital.
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Sponsors:
Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.
The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.
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