Episode 797 | TinySeed Tales s5e5: Should I Raise More Funding?

Rob Walling:
It’s Thursday morning here at Startups of the Rest of S hq, which means we’re back with TinySeed Tails season five. In this season, we’re following Harris Kenny as he grows outbound sync. This is episode five, it’s the penultimate episode. During his time at TinySeed, Harris has had to work through some tough decisions and he’s relied on the mentorship support and community that the TinySeed Accelerator offers to early stage founders. But if your SaaS company has already hit its stride with over a million dollars a year in revenue, and you’re not looking for funding, but you still want access to top tier advice and mentorship and a strong founder community, that’s where the TinySeed SaaS Institute comes in. The SaaS Institute offers mentorship advice, mastermind groups, one-on-one coaching. It is a premium coaching program for folks doing seven and eight figures of a RR focuses on B2B and some B2C SaaS, and we have an amazing roster of mentors as well as three incredible and accomplished coaches who are ready to work with you. If you feel like you could use some community mentorship and support, get all the details and apply to find out if you’re a good fit at TinySeed dot com slash institute. Now, let’s dive into this episode.  

Harris Kenny:
It’s a old Churchill quote, but this is not the end. It’s not even the beginning of the end, but perhaps it’s the end of the beginning and that’s kind of my mindset right now. I feel like it’s like the end of the beginning.  

Rob Walling:
Welcome back to Tiny Sea Tales, a series where I follow a founder through the rollercoaster of building their startup. I’m your host, Rob Walling, a serial entrepreneur and co-founder of TinySeed, the startup accelerator for ambitious SaaS Bootstrappers. Here in season five, we’ve been talking to Harris Kenny, founder of Outbound Sync. During our journey with Harris, he’s continued to grow his company from zeroing in on niche clients to signing big contracts to recently hitting $35,000 of MRR. Outbound Sync is showing all the signs of a healthy business and he now has infinite runway. While he’s gaining momentum, Harris is still a bit unsure of what his new phase has in store. Last time we talked to you, you had just hit 20 K and you were like, I need to get to, I believe in that episode you said I need to get to 30 K to break even, but it became 35.  

Harris Kenny:
Yeah, my damn accountant, that guy. It’s definitely him. It’s not the numbers. No, I mean it was basically we had some annual costs that I wasn’t thinking about. In a normal month it is 30, but we had our SOC two both payments to the auditor hit and a couple other things that are, we don’t have that many annual contracts, but we have literally three of ’em, but they all hit in Q1, so he was like, so we moved the number up to 35.  

Rob Walling:
Got it. And it’s only been a few months since then, right? Three maybe since you were at 20 K. So you’ve grown 75%, I mean that’s 15 K of MRR almost doubled. MRR. What is working? What moved the needle for you?  

Harris Kenny:
Two big things. Adding integrations for other platforms we added instantly has been a really big one for us. And then continuing to make Salesforce better, there’s been certain features that as soon as we ship it, we’ve unlocked revenue where people say, we have to have the lead object. If you don’t have a lead object, we can’t use your integration. And then as soon as we ship it, they get started. So that’s been one part of it. One part of This’s like motion. And then the other one has been focusing more on partners. I actually brought on a sales coach and I actually cut my pay to cover it because I was like, I just got to get to profitability. So focusing on the growth part of the business that’s working and I can talk about bringing on the coach, why did that and the insights that we’ve had there and how every 24 hours, I’m wanting to cut that expense. But I think probably because it’s a good thing, just like I don’t feel like stretching before I run. So those are the two things. I think integrations and partners  

Rob Walling:
Are partners. Are these agencies? What is a partner?  

Harris Kenny:
They’re growth agencies. It’s a very specific kind of outbound agency that’s typically using a tool called Clay, which I’m sure we’ve talked about in past episodes. But sequencing tools like Smart Lead and instantly and email bison as well. We have not found success with traditional CRM partner shops. There’s like 7,000 HubSpot partners, there’s who knows how many Salesforce partners. And even though I consider us a HubSpot app, a Salesforce app that has actually not at all been a successful agency, I can count on one hand the number of ones that we have that fit that description, but for this other kind of growth agency, it’s really, really successful.  

Rob Walling:
Has SOC two landed some of these deals or made Impossible? Totally, totally been worth it. Then  

Harris Kenny:
We’re cruising through security reviews. We’ve been through multiple of ’em. I give them access, they approve it, and it’s so worth it. And I really leveled up, I dunno, you take these, a little points of pride in these random things, but I am really proud of our trust center, which is where we have our report, and I looked at some other companies and how they did it and I added some more documents and stuff, so it looks really legit. And so there’s this initial screener that I think people go through in their head and we’re passing that. And then when they look at the report, we worked with a good auditor and so that’s totally, totally been worth it for sure, and it’s made us better, made us better too. We’re catching bugs better. We are building a better product because of it. Because I’m a non-technical founder, I think that it has made us put some practices in that our engineer was probably like, ah, we don’t have to do that. And he’s right. We didn’t have to do it, but as we’ve added them, it’s made us better. And it kind of covered a blind spot for me, I think as a non-technical founder. So I don’t know how much that would apply to other people, but for me it’s been good.  

Rob Walling:
Harris has hit the magical milestone. I like to call infinite Runway by getting to breakeven. He has enough cash to keep going for the foreseeable future, and this is a huge deal. And even though Harris isn’t all that big on celebrating milestones, he’s feeling pretty good about this one.  

Harris Kenny:
It feels really good, for sure. My timeline was right, so I joined TinySeed Spring 24 batch. We went to San Diego in May, which was awesome. At that time when I left, I thought to myself, I want to be profitable a year from now, which was June 25. I thought the number was 30, it was 35, but we were on schedule. So it did kind of work out because these last couple of months we’ve really been ripping. I mean, we just keep growing 10 to 20% every month, but because the number keeps getting bigger, the dollar amount is going up, 15% growth in May and June is 5,000 bucks.  

Rob Walling:
Yeah, that’s hard. 

It’s really hard to do that. Usually it’s an absolute dollar amount at best, right? It’s where it’s like, oh, we’re growing $2,500 a month every month, and even that is really cool for a bootstrapper. But then the percentage goes down over time as MRR goes up because that’s how math works. But to truly grow a fixed percentage or in the venture space, they actually want that percentage, the rate of growth to be accelerating. That’s like, oh boy, all right. I mean, it’s great, but it’s very, very hard to do. Even just maintaining a static percentage is way harder than most people realize. It’s crazy. You’re executing on the right things. This doesn’t happen by accident. I don’t want someone listening to this think like, oh man, Harris got really lucky, or This is how all successful companies happen like this. They don’t. You are hitting some really, you shot a gap in a need. You saw the need, you built it, you went with your gut, you transitioned, you’ve done all these things, but it just feels to me you really know how to focus on the right things. Does that feel like that to you? Do you think about that?  

Harris Kenny:
Yeah, I’m saying no all the time. All the time. I mean personally as well. Yeah, no,  

Rob Walling:
We’ll get to that.  

Harris Kenny:
Should we trying to brush your teeth, we need to go to bed. No, we can’t have donuts for whatever. 

So I feel like I’m constantly saying no to things. So being a parent of young children and being a bootstrapper, you just feel like you’re constantly saying no to things. But I’m like, I can’t. People ask for things and I’m like, they ask for integrations with other tools, tools that I like, and I’m like, sorry, I can’t do it. I just have to do, we have very limited bandwidth, and so this is all we can do right now. I do think I’m making good choices. I think I’m listening to people really well. Our partners, I really believe in the growth agencies we work with. I mean, I really love these guys and girls, these folks. I really consider them friends, and I do feel like we’re doing it together and we’re building the tools that are unlocking new deals for them to move up market.  

Rob Walling:
Do you have an internal dialogue when you’re making these big decisions or is it, I’m trying to get to your process of does it just feel right? You have all these things in any given day, there’s five, 10. In any given week, there’s 20 or 30 things. What should we build next? What should we focus on? What right? It’s all coming at you and yet based on your growth, you’re making generally right decisions most of the time. So how is that, how are you doing that? Does it come to you and you’re just like, it just feels right and I head in that direction? Or is it a back and forth? Is there a conversation with anybody or is it an internal conversation of I’m really wrestling with this and I’m just going to lean?  

Harris Kenny:
I mean, I do think that we have at this point a pretty good track record. So if I go back to our first month of revenue, which was October, 2023, we have been between 10 and 20% growth on average throughout that whole time. There’s a couple exceptions. The third month was a down month, and then right after we joined TinySeed, there was actually two down months as we were metabolizing the capital, but then we have other months where the growth was over 50%. So I do think that I am consistently making good calls so far. Why or how am I doing that? I mean, I think I’m trying to really focus on value. So I mean, I ran an agency for three and a half years and I ran a HubSpot agency and we were also doing outbound. And so what I’m trying to root, what we do is in results. 

So it’s in the outbound world, that’s meetings and that’s deals and it’s booking them and then proving that you booked them and then the block list part of our product. And also not stepping on meetings and deals by emailing the wrong people. And so that I try to be our true north of is this going to help people book more meetings and deals? Is this feature going to allow them to route the data inside of Salesforce so that a sales rep can make a call or, okay, well that’s a good feature and we should build that. Or do we just have to fall on the sword and build something to account for an issue with data that we’re receiving from one of the upstream partners because they have weird inconsistencies sometimes. And I just think if we fix this, will it help our customer close another deal? 

Yes. Do they care that it’s not our fault? No. They just say, Aon sync, your job is to put this data in the CRM, and so I could wait for the provider to fix it, or we can provide something in the middle to fix it. And I try to be really accountable to them. I mean, I have to credit our CSM also, he has freed up a huge amount of mental space for me to be able to focus on this stuff. No, I mean you were, early on, you were like, dude, this is a no brainer. Bring the dev on full time and get a CSM. And both of those were just massively. Correct.  

Rob Walling:
Awesome. That’s good. That’s pattern matching. Well, no, that was my gut feel, right? Well, Rob, how did you make that decision to give you that advice? And it’s like it felt right, it just made sense at this stage of the business. So sometimes that’s it decision  

Harris Kenny:
Making. Well, that 220 companies,  

Rob Walling:
That helps, but you’re doing it without 220 companies and yet you’re doing it well.  

Harris Kenny:
Yeah. So those things I, those investments in people were really important. So I think that that’s in general, my North Star is I think that in a perfect world outbound sync, we’re helping winners win. We’re helping people who are generating meetings, who are doing the work, do that job better. It’s not for meetings. It’s not to impress people internally. It’s not to post on social media people that have rolled their sleeves and part of the lunch pail crew of doing cool stuff, and that’s who I feel like we’re building for and who I like getting on calls with and talking to. And so I think that that is what I try to ultimately orient back on. And then sometimes I just make a fast decision. I don’t know. And so I just make a decision and we move on.  

Rob Walling:
But you do have a North Star. I like  

Harris Kenny:
What you just said, but that’s the guiding thing.  

Rob Walling:
In the last episode, Harris mentioned that he didn’t want to raise any more money, but over the last few weeks he’s been mulling over that decision. He and I had a few conversations, one of which we recorded and released it as a secret episode. If you go to TinySeed dot com slash bonus, it’s kind of a behind the scenes of what it’s really like to be in TinySeed as a startup founder. Harris also talked to a R, my partner in TinySeed, and the conversation surprised him a bit.  

Harris Kenny:
This is the most unsure I’ve been of what to do next. As we talked about it, you were neutral, but you said, look, from your perspective, you were like, if I were in your shoes, I think I might raise based on everything that’s going on in the business. Talked to Einar, and of course he was like, what? No, you should never raise, don’t  

Rob Walling:
Raise. This is the best. When you talk to two people and they tell you the opposite and you’re like, but I trust both of you, which exactly why did he, because I’m actually surprised by that. Usually Ann’s like, Hey, if the fire’s going, add more to it. But what was his logic?  

Harris Kenny:
He was like, you’re growing fast enough. He was like, basically, you haven’t exhausted your options if one of these partnerships can get you some non-dilutive capital into the business so you can accelerate engineering. He’s like, you need to chase that down, and if you’re not chasing that down, then you should be basically, he’s like, I don’t see you at a point where you have no other choice. He’s like, so you should just see how that materializes, which I think you would agree with too. And so that was kind of where he left off. We hit 35 faster than I thought. I didn’t think I was going to hit it this quickly. And we have a family trip coming at the end of the month, so I’m going to try to only work 30 minutes to an hour in the morning. Everybody gets up just to make sure nothing’s on fire because there’s a lot of things that do depend on me. 

Still, unfortunately in the business, there’s just too many things that are path dependent on me, but get mostly relax and then get back in July and let these partnerships, conversations simmer a little bit. So I’ve gone back and forth. I listened to our conversation. I asked if we could record it just so I could re-listen to it, and I listened to it probably four times, and I felt really conviction to go out and raise. Then I’m like, oh, all of these hot opportunities, I thought they’re not developing as quickly as I thought they would initially. So maybe I don’t have to rush, but then have another conversation and I go, oh, well, this is happening fast again. And then it kind of simmers because what’s happening now is we built for teams. Then we realized Andy at Rado in San Diego, at as soon as I announced that I was moving away from my agency, some of my old agency buddies were like, Hey, I want to use outbound sync now. 

And I remember meeting with Andy before breakfast and we sat in the lobby of that hotel and he was like, dude, just figure out a basic way to just sell something to him and just let it play out. And that was a huge piece of advice from him. And so anyway, then we built for agencies that has now a huge engine for the business, but now there’s this third platform revenue play and it requires more engineering and higher level of execution. And I just don’t want to miss an opportunity because we are in a really unusual spot right now. We’re building something that nobody else wants to build. Nobody wants to build these pipes, but there’s all these AI applications and the AI needs data, and we’re in the job of categorizing it and filtering it and processing it and putting it in the right places. 

Really boring stuff that nobody wants to do. And so when I have these conversations with platforms that say, well, we want to integrate that data, and these are some really big companies that have raised over a hundred million dollars, I think we need to be ready. So anyway, as you could tell, I’m still not sure. I didn’t think I was going to be in this position. This is going better than I thought it would. As hard as it’s been as stressed as I’ve been about money, as much as I wish I were exercising more in general, this has gone better than I thought. And so I’m surprised and a little unsure of what to do with where we are today. I feel like a plane is going up, but it’s not pressurized or whatever. I’m feeling altitude a little, so that’s a little weird because for the last two years, I’ve known exactly everything to do.  

Rob Walling:
I love that. When I invited you, I said, Hey, let’s record tomorrow before I leave for a trip. And you said, well, if you want a confused drunk walk of this decision, I said, that sounds perfect. Why, man? Because most of the listeners listening to this are thinking to themselves, I’ve been in a place where I had to make a big decision like this. Whether it’s fundraising or not is not the point. It’s like the agony. And it feels good to know that other people experience this, even someone as successful as you, because even at the point you’re at, again, having grown 75% in the past three months, you’re a model for success. A lot. A lot of bootstrappers would aspire to get where you are.  

Harris Kenny:
Thanks. I appreciate you saying that. It does feel weird to be here having been a student of it for so long, starting listening to startup through restaurant and walking around the park in 2020. So it is weird. It is weird to be here for sure. And also feel like I have a quote on my phone. It’s old Churchill quote, but this is not the end. It’s not even the beginning of the end, but perhaps it’s the end of the beginning. And that’s kind of my mindset right now. I feel like it’s the end of the beginning. It’s like the prologue is over and now what? So that’s really on my mind. It’s kind of cheesy. I kind of feel like I’m a Pinterest dad or something, but every few months I change the wallpaper on my phone to, and that’s my current mindset.  

Rob Walling:
You should stitch that on a pillow and put it on your pad. It’d be really cool. No, I love it.  

Harris Kenny:
There’s a little live laugh, love back there.  

Rob Walling:
Oh, yeah, exactly. And turned the quote. No, but I talk about first you build a product, then you build a business, then you build a company, and then it goes even beyond that and you build multiple orgs within a company as big as it gets. But it’s like you definitely what building a product is, and that’s when you get to five KA month, maybe 10 KA month, and then now you’re like, oh, business, there’s stuff coming in and out. Do we need payroll? You hire a couple people, you make your first hire, and it’s like, all right, now it’s a business and we’re going to try to get to break even usually, or we’re going to raise funding, whatever. And so whether that happens 20, 30, 40 k, then you start rolling into building a company where it’s like, oh boy, okay, I need to hire more people. I need to hire Potentially not yet, but let’s say 50 K, more a hundred K. You’re looking at hiring leads and managers. You’re looking at getting even company culture docs in place, which is totally outside what we’re talking about now because that’s not the most important thing. But you are in this transition period of, I think from business to start thinking more about company building.  

Harris Kenny:
Yeah, I think that’s right. I think that’s right. For sure. I mean, there’s so many things that are so inefficient right now that I’ve just been like, I will sacrifice anything on the altar of MRR growth with the exception of my relationship with my children and my wife and stuff like that,  

Rob Walling:
And your assets. It’s just been morals.  

Harris Kenny:
Hey, yeah, this is a dumb thing within the context of B2B SaaS, but this is a dumb thing. I got to click a button 10 times, but just do it. We’re still sending Stripe payment links to people. We don’t even have billing integrated into the app yet. We don’t  

Rob Walling:
Need it. Need, you’re going to hit half a million a RR, and it’s just like, yeah, we’re still figuring it out. Totally. Not even figuring out, we still have these loose ends and it just doesn’t  

Harris Kenny:
Matter. Yeah. So I think about that and I think like, oh man, it’s so stereotypical, but people are like, we’re just getting started now. I feel like that I have the freedom to not be as anxious about money that we’re about to go full tilt because I think that there’s some stuff that we have this flywheel of we’re connecting these multiple tools horizontally, but if we connected them vertically where your email tool could talk to, your LinkedIn tool, could talk to your dialer, and they’re all these on the edge best point solutions, you start talking about something that’s really interesting. And then if people want to pay to tap the pipe basically to be able to pull those insights out. So then I get excited about it and I think like, oh, this actually, this is an interesting company and this isn’t just a connector app lifestyle business. 

And I will say, I don’t feel like in a position to give a lot of advice, but from my experience, swing at the pitch. If you think you’re getting a good pitch swing, I definitely think going all in on this has been, there’s not a version of this where I went halfway and it worked because I know multiple people that run agencies who had built almost identical versions of what we had built, and none of them have gone anywhere with their products. So I actually have a pretty good AB test, and it’s like only by saying I’m going to do it without saying I’m going to give away the whole company, but just saying, I’m going to focus. I’m going to raise enough money just enough, just barely enough, and I’m going to focus on this thing. Did we get here and I just don’t have a path or a mapping in my head of what’s next,  

Rob Walling:
But in your head, what are the main reasons to do it and what are the main things that are like, Ugh, I don’t want to do this.  

Harris Kenny:
I feel comfortable with you and with TinySeed, and I felt comfortable of what the bet that TinySeed was placing on me when I raised that money. And I thought this trade is so fair. If I, they’re helping me shut down my agency, I am happy to give away this slice of my company for that. No hesitation on that, the mentorship, the community, all that stuff. It was like, yeah, dude, you get in, do it. But from here it’s like, well, what’s the value of each additional bit of equity in the business? What are the expectations With that? You kind of threw me through a loop because you were, in my head, it was like you either you do the TinySeed thing and then you bootstrap forever, or you do the TinySeed thing or not, and then you end up on the venture wheel, but you were like, look, because of the network that you have and because of the growth, you could maybe raise up to half a million dollars in safes at a reasonable valuation and you might be able to raise that faster than you think. 

And that was a whole third door I wasn’t even aware of. And so that has what has scrambled my radar because in my mind it was like, there’s two doors and I’ve walked through the first door and let’s do this thing. But now it’s like, oh, and why would I do it? Why would I raise the money? Every time we ship an integration, we make more money. I’ve got 30 people that I could convert into MRR right now. If I had that LinkedIn integration, I know it. There’s other CRMs, Pipedrive close, there’s calling tools. I have calls every day with people who are like, oh, yeah, I’m really frustrated with how my unicorn dialing tool doesn’t talk to this other thing. And they’re spending literally six or seven figures on their go-to-market when you include their people and their tools and stuff. So it’s like there’s just a lot of money in there, and that’s in my head of big opportunity. 

And then when I have calls with the really interesting people that are interested in what I’m doing, that’s kind of like a signal to me that I’m onto something. When I first decided to go in on outbound sync is I would have a call with a really big company and they asked me about SOC two, and I was like, sir, this is a Wendy’s. Like all this is a make.com scenario at the moment. But they were so big that they were interested in it. It said to me that there’s something here, and that’s what I’m feeling again, but I don’t know how to interpret it. Is it just stay on the path. You’re doing the right thing. The reason why you’re successful is because you’re focused, or is it like, okay, if you look at the chart, after we joined TinySeed, we didn’t just keep growing. We grew faster. And so it’s like, oh, is this the opportunity to do the same thing again? And I’ve never been here before, so I don’t know.  

Rob Walling:
It’s a big decision. You have time before you need to make it. It’s nice that you do have that time because with big decisions like this, I have to sit with them. I can’t make snap decisions because I will go back and forth one day I am four, one day I’m against. And eventually I just start feeling which is the right one. Sometimes I need more data and sometimes I just need time to kind of let it out. Being a founder means juggling a lot, especially when you’re considering something as big as raising funding. But even as Harris weighs his options, he’s not taking his foot off the gas when it comes to sales. In fact, he’s ramping things up.  

Harris Kenny:
So I had been talking to Daniel Hebert, so his company is Sales MVP lab. He’s worked with multiple TinySeed founders. He’s really focused on founder led sales. And I’d been talking to him for a bit, and I was getting frustrated because deals were stalling that I felt like should have been closing. And I mean, the last time I was a quota carrying rep was in 2013, but I was like, look, I’m rusty and I’m talking too long and I’m making some mistakes on these calls. I shouldn’t be losing as many of these as I’m losing. So I made a decision that I think in hindsight, I’m not sure was the right one. I cut my pay to cover the cost of the coach. I didn’t want to affect the burn on the business, and that really stressed me out more. I think probably in hindsight, I wouldn’t have done that. 

I think it definitely negatively affected my mindset and it a little bit tainted my mindset going into the coaching. I was a little resentful of it, like, well, this is costing me money. This is literally personally essentially coming out of my pocket, so this better be good. Which isn’t the best growth mindset probably that one could have. But I’ve stuck with him doing a great job. And the biggest, most valuable thing that he emphasized is he was some good positioning things coming to terms with like, look, we compete with Zapier and low code tools. Say it out loud, confront that, and then come up with positioning against that because everyone knows it and everyone’s thinking about it. Do I need to buy a dedicated tool for this? Or can I use Zapier and eight N or Make? And I wasn’t doing a good enough job of that, I think. 

So he helped me with that, and then he helped me with, look, if a go to market, I should know this. How many literally hundreds of episodes have I listened to of your podcast, but double down on the growth channel that’s working. He was like, if agencies are easy, just do more of that. And I was just making this mindset mistake of like, okay, well this part’s so underperforming. If I could just lift up these direct deals, then I would be growing faster. But he was like, yeah, but these other ones are going so great. You should just focus there. And so those two insights for him were really, really, I think, critical to the fact that why these last two months were so good. He understands the mindset of what it’s like to work with a founder who’s trying to grow their company in a way that is really unusual. And so I’m sticking with it, and I think it’s been a good investment for sure.  

Rob Walling:
While the investment in a sales coach seems to be paying off, it’s easy to get stuck in a loop of constantly second guessing these types of decisions. These challenges often spill over into your personal life. And for most founders, I know it’s tough to truly switch off work at the end of the day. So I wanted to ask Harris, how he’s handling it all. Are you able to compartmentalize that stress from and shield your family from it, or do you feel like it bleeds in  

Harris Kenny:
Sometimes? It bleeds in for sure. Yeah, for sure. I mean, sometimes I just have less energy. I’m just tired and my brain chemistry is off. I only slept for five hours and the two hours before bed I was working and the two hours after I woke up, I was working. So it’s like, yeah, well, how ready are you going to be to try to get someone to school in that biological state? Probably not. So I get a little frustrated for sure sometimes. I mean, I’m not going to sugarcoat it. I’m not going to lie. Definitely there’s times where I’m not like my best self, nothing I would be ashamed of, but it’s not something I’m proud of, I guess, if that makes sense. There’s a little middle line of like, yeah, this isn’t that big of a deal, dude, you could chill out. It’s okay if you’re a minute late.  

Rob Walling:
It never ceases to amaze me that when we are at the age that we have younger kids, we are also trying to build startups because look, my kids are 15 and 19 now. I could totally build a startup now, and it would be 10 times easier because they just need a little less from me these days. And yet, I don’t want to build a startup now because I’m too old. I’m not too old, but I don’t want to, I wanted to do it 20 years ago. You know what I mean? And so it’s like, why does all this have to happen at once? Why do I have young kids and a startup? No, no, no. Can I do these out of order? Can I build a startup before the kids? Can I do the kids before the startup? It’s not fair. It’s not great, but it’s what we power through  

Harris Kenny:
Too many dependents. That’s why I’ve said no dog  

Rob Walling:
Balancing family and startups never gets easier. But Harris is making it work one decision at a time with every step forward, new challenges and questions emerge. Will his focus on sales and careful timing help him keep up the momentum and how will he handle the inevitable trade-offs that come with growth? We’ll dig into all that and more next time on Tiny Sea Detailss. Hope you enjoyed this episode. If you’ve ever wondered what it’s really like inside TinySeed and want to hear a raw candid coaching conversation between Harris and I, we put together something special for you at TinySeed dot com slash bonus. You should check it out. I’ve never released anything like this before. I hope you enjoy it. It’s at TinySeed dot com slash bonus.