airSlate · document software company
Run each product as its own team, sharing only marketing, payments and devops
Founder says 'so far, so good'; ~120 people per product
Workedportfolioteam-process
What they did
Acquired brands keep their names. A small set of common services (marketing, devops, payments) and the same customer-acquisition technology are shared; everything else is siloed, with each product having its own GM, development team, roadmap and tech stack. An AI Labs group builds common AI pieces, but products are not required to adopt in-house tech. Reasoning: the brand and top of funnel differentiate, not tech, and economy of scale no longer works with AI.
What happened
So far, so good.
- Stage
- Scale (mature)
In their words
Top Founders with Nathan Latka · This Ugly Website Does $106M/Year (866,000 Pay For It)“But fundamentally, the idea was that we have small amount of common services that include marketing, you know, things like dev ops, payments, and things like that. But the rest of them are siloed. They have their own GMs, they have their own development teams, they have their own roadmaps, and they sort of go in their independent way. And so far, so good.”
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