About
Tomás Herrera works in growth at a SaaS company in San Francisco. He's been at three — one got acquired, one didn't make it. He writes about what actually happens.
Before San Francisco, he grew up between Bogotá and Miami. He studied economics at the University of Florida, spent two years at a consulting firm he'd rather not name, then fell into startups the way most people do — someone he knew needed help, and he said yes.
The first company was a project management tool. Twelve people in a WeWork. He ran growth, which at that stage meant writing blog posts, cold emailing, and figuring out why the landing page converted at 0.8%. They got the conversion rate to 3.2%. They got acquired eighteen months later, for a number that sounded good in the press release and less good when you did the math on dilution.
The second company was a vertical SaaS play in logistics. He was employee number six. They raised a Series A, hired forty people, burned through the money, and shut down. He doesn't write about it much, but it shows up in the edges of everything he writes. The experience of watching something fail — not dramatically, but slowly, in conference rooms and Slack threads — changed how he thinks about growth.
Now he's at a company he can't name, doing work he can describe only in general terms. Mid-stage SaaS. PLG motion with an enterprise layer. The kind of company where growth means something different every quarter.
He writes because the gap between what growth people talk about at conferences and what actually happens inside companies is wide enough to drive a truck through. The case studies are always clean. The real work never is.
These dispatches are an attempt to close that gap. Names and companies are changed. The numbers are real.