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I run two SaaS products. Both are entirely my work and both are modestly profitable. I split my time about 50/50 between the the SaaS side of my business and c

I run two SaaS products. Both are entirely my work and both are modestly profitable. I split my time about 50/50 between the the SaaS side of my business and consulting. The consulting revenue stream is much larger than the SaaS one but it's growing. https://takehome.io https://takehome.io And https://clubman.app https://clubman.app

_bxg1 8y ago
Clubman is so specific. This seems to be a pattern of many small, honest, successful software businesses: instead of trying to make a platform that will eat the world, they find a tiny niche that they understand, and hand-craft a solution that's perfectly tailored to it and meets people's real needs. It's inspiring. When software is too generic it becomes boring (and impossible to compete with as an entrepreneur).
ackbar03 8y ago
As one commenter said this is very specific, how do you go about finding and marketing to your clients?
- davidbanham 8y ago
  First paid client is my own club. I've also had a few enquiries from people googling it and word of mouth. From there it's direct approaches to clubs and advertising through Google and industry associations.
pplante 8y ago
I love the takehome product idea. Wish that was around when I was conducting loads of technical interviews a few years ago.
wayoverthecloud 8y ago
Which is bringing in more profit? Clubman looks super niche. Unless you know ski clubs really well, looks hard to market.
- davidbanham 8y ago
  Takehome brings in more revenue and takes less time to administer. Clubman has only just gone live with its first client, though. I think Clubman will outperform Takehome quite soon. Takehome is in a pretty crowded market space. It has its own distinct niche but it can be quite difficult to communicate that difference to potential buyers. Clubman, on the other hand, has few competitors. The clients are relatively homogeneous and their needs well articulated. They're a smaller total addressable market but with a higher percentage hit rate.

_bxg1 8y ago

Clubman is so specific. This seems to be a pattern of many small, honest, successful software businesses: instead of trying to make a platform that will eat the world, they find a tiny niche that they understand, and hand-craft a solution that's perfectly tailored to it and meets people's real needs. It's inspiring. When software is too generic it becomes boring (and impossible to compete with as an entrepreneur).

ackbar03 8y ago

As one commenter said this is very specific, how do you go about finding and marketing to your clients?

davidbanham 8y ago
First paid client is my own club. I've also had a few enquiries from people googling it and word of mouth. From there it's direct approaches to clubs and advertising through Google and industry associations.

pplante 8y ago

I love the takehome product idea. Wish that was around when I was conducting loads of technical interviews a few years ago.

wayoverthecloud 8y ago

Which is bringing in more profit? Clubman looks super niche. Unless you know ski clubs really well, looks hard to market.

davidbanham 8y ago
Takehome brings in more revenue and takes less time to administer. Clubman has only just gone live with its first client, though. I think Clubman will outperform Takehome quite soon. Takehome is in a pretty crowded market space. It has its own distinct niche but it can be quite difficult to communicate that difference to potential buyers. Clubman, on the other hand, has few competitors. The clients are relatively homogeneous and their needs well articulated. They're a smaller total addressable market but with a higher percentage hit rate.