My take on this is, recognize that there is a cycle to your business process, identify what they are, focus on just one at a time, scaling it as you go, until t

My take on this is, recognize that there is a cycle to your business process, identify what they are, focus on just one at a time, scaling it as you go, until the others become the bottleneck, then shift your focus to the next one. Rinse, repeat. 9 out of 10 times, premature scaling or trying to scale everything simultaneously is a recipe for disaster due to wasted/misguided allocation of resources. For a SaaS company, that cycle could be building -> selling -> support -> building. To kick off that cycle, you have some idea of a problem to solve, and you start building (to an MVP). This doesn't mean you don't start selling/support until you're done building, of course. It simply means you devote more resources to building. When selling becomes a bottleneck, you stop scaling product building, and start growing your sales team. As more clients get on-boarded onto your product, support becomes the next bottleneck. You start to see common feature requests and pain points. Now building becomes a bottleneck. Hopefully you sell/raise enough to sustain the next round of growth, and this time, you focus on building.