Dharmesh Shah

Founder and CTO at HubSpot. Helping millions grow better.

Career startup guy.

Author of the book &quot;Inbound Marketing&quot; (http://InboundBook.com)

Specialties: Entrepreneurship, Software Development, internet marketing,SEO

Founder and CTO

Founder of HubSpot, a venture-backed software startup.  HubSpot offers the industry's first inbound marketing system for small businesses.  The software is available as a hosted service (SaaS).

"Why should companies pay for SaaS (HR/CRM/ERP/etc.) when they could just vibe code them?"

I get variations of this question or comment with some regularity (granted, it's sometimes just me talking to myself). 

Here are some biased (but hopefully, well-considered) thoughts:

1) I am a big proponent and user of vibe coding (what I call "agentic coding"). I do it every day, 7 days a week, including Sundays. It's amazing.

2) My company, HubSpot is a software company. We have hundreds of professional engineers -- just about all of them use AI for product development too. They are brilliant and know how to build production-grade products.

3) Even with this powerful army of talent, the number of internal, core SaaS applications that we have replaced with a vibe-coded variant is exactly ZERO. The number of applications we plan to replace is also exactly ZERO. 

4) It's not the absence of talent that keeps us from rolling our own SaaS apps, it's the presence of focus. It would be silly to try and replace our HR, team collaboration, expense tracking and 100+ other SaaS apps we use when we can just buy them. Just doesn't make sense.

5) That's us -- as a software company at some scale. If you're a non-software company it makes even less sense for you. Doesn't matter how good the AI coding tools get. Let's say you *could* vibe code a replacement for that SaaS app you're using, who's going to maintain it? Who's going to keep up with industry trends? What are you going to do when the 20-something genius that vibe coded it over a weekend leaves the company?  Who do you call when there's a major bug? 

6) If you're a Fortune 500 company at some scale, perhaps you could pull this off for some discrete use cases and the tradeoffs are worth it. You have an IT/Engineering department that is larger than the population of some countries.  You can take on the pain in return for the positives.

For the millions of others, my advice is:

Spend every calorie possible on creating value for your customers.

Never spend more time debating the priority of a product improvement than it would take to actually go ahead and do it. 

Small improvements add-up and they're morale boosters for both customers and the team.

In the early times at HubSpot we had something called "daily delights". Basically, every day, the product team would *ship* at least ONE small improvement to the product that was noticeable by customers (and hopefully delight a few of them).

We're bringing a variation of that idea back whereby we find and fix those minor annoyances in the HubSpot product and drive some customer delight. I'm thrilled. 

Sometimes companies have a tendency to overthink things and undervalue the compounding value of seemingly inconsequential improvements.

BREAKING:  OpenAI launches GPT 5.2 and boy is it smart.

I got immediate value out of it.

I was struggling with getting Codex CLI to work through a tricky coding (actually deployment) issue I was running into.  I was going back and forth with the coding agent for almost a dozen rounds -- to no avail.

Was even desperate enough to try Claude Code with Opus 4.5.  No luck.

Then, saw the news about GPT 5.2.  Switched to it.  It took a couple of more rounds of prompting -- but it solved the issue.

Look forward to digging in more tonight with a late-night coding session for a major overhaul of one of my popular agents. 

Thank you OpenAI!

I build a lot of AI agents for myself, which I increasingly also share with others. 

I don't build AI agents to make people unnecessary.

I build them to make people unstoppable.

The latest McKinsey State of AI 2025 report just dropped and I'll cautiously say it's pretty good. (Cautiously, because I'm a bit leery of reports from big management consulting companies -- they're often very mega-enterprise focused and I'm a startup/SMB guy.)

Some quick takes and insights:

1. Most companies are still “AI-curious,” not “AI-capable.”

Eighty-eight percent are using AI somewhere, but two-thirds are still stuck in pilot mode. Translation: lots of glitter, not much gold.

2. AI agents are the new interns.

Sixty-two percent of organizations are experimenting with agents, but only 10 percent have them doing real work at scale. Early days—but the ones that figure it out first will have an army of tireless digital doers.

3. High performers think beyond cost-cutting.

The top six percent of companies don’t just use AI to save money—they use it to reinvent workflows and drive innovation. They’re not trimming fat; they’re growing new muscle.

My advice:
Experiment and play with AI. That's how you learn.
But don't stop there.
Lean in and truly leverage it.
Even if it's for small, discrete tasks.

The next frontier isn’t “using AI.”
 It’s working with AI.

At HubSpot we're investing in helping millions of SMBs make this transition -- just like we've done in the past. Everything from our featured agents like Customer Agent and Prospecting Agent all the way down to simple, task-oriented agents on Agent.ai.  

We're not interested in high-falutin', performative AI.  We focus on the practical: What can AI actually *do* for you?

What's the difference between a company's mission and vision?

Here's how I think about it...

A mission states who the company is, what it is pursuing and why.  It's describes what is (hopefully) happening *today*.

A vision describes where the company is going, what direction it's moving and where it aspires to be in the *future*.

For example, HubSpot's mission is to "help millions grow better". So, everything we do can be connected back to that mission. The products we build, the underlying platform it uses, our partner ecosystem, HubSpot Academy, our free tools, Agent.ai, our INBOUND conference...everything. It's all in service of that core mission of helping millions grow better. 

So, what's our VISION? Candidly, we're currently iterating on it. With the advent of AI, we think we can be more aspirational and set a higher bar in terms of what we can accomplish.

Neurony

ialoc & YAROOMS were incubated by Neurony and are currently led by Neurony's employees (better said, ex-employees). After demonstrating their success, both became spin-offs. 

Currently in charge of our Startup Studio. Incubating multiple initiatives, like SkillSwift, the learning retention tool for insurance agents, and Aprobare-Facturi.ro, the invoice approval platform for RO construction companies.

Head of Sales

YAROOMS

Left things in order @ YAROOMS and had some fun with a personal project (youraitool.com)

Consultant

Overall experience (since joining YAROOMS): 
- The company went from 8 employees to 38 and reached 2M ARR. 
- Closed north of 1M in revenue (personally). 
- Worked with and managed 2 SDRs directly, went through 2 VP of Sales. 
- our avg. ACV grew by ~20x. 

My best professional journey so far (from a growth and personal development perspective).

VP Development 

- Raised our first investment round: 2M EUR. 
- The company started hiring and onboarding new colleagues from all over the world (sales hires: 1x Director of Sales, 1x AE, 2x SDRs).

Senior Account Executive

- Joined in the early days of the new product (desk booking & workplace experience). 
- Went from not knowing what a real discovery call meant to closing 324k in ARR in less than 12 months (which was 80% of our net new revenue). 
- Built the first onboarding process for new customers (still used today).
- Covered all timezones (APAC in the morning, Europe during the day and US in the evening).

Account Executive

ialoc

- Worked on the company's first strategic initiative (LaPranz). The Romanian version of MealPal. 
- Built the MVP from scratch in 2 months, got our first paying users and started the pilot. 
- Unfortunately the COVID-19 pandemic hit and the industry completely froze in a matter of months.

Chief Innovation Officer

Overall experience since joining ialoc: 
- We grew our customer base by 267%. 
- expanded to 2 new cities. 
- worked on the strategy for our international expansion to Poland (postponed).

Business Development Manager

- when I joined, the company had 2.5 other sales reps (2 FTE & CEO) closing 3-4 contracts / month. Personally closed 12 in the first month. 
- the main product was a reservations management system for restaurants (similar to OpenTable). 
- expanded to new cities (Sibiu & Brasov). 
- funniest negotiation: got locked in a basement with the owners of a restaurant, they wanted an 83% discount. Didn't give in.

Business Development Specialist

CONSILO WEB

- summer job to save money for moving to Bucharest (University). 
- upselling B2C voice subscriptions for Vodafone's customers. 
- 3 weeks after joining, I became the #1 sales rep out of 55. 
- how: shadowing the best performing rep (my team leader) during the day. Studying the procedures and creating my call scripts during the evenings/nights.
- I realized how much I love sales and that I'll spend my next years getting better at it.

Sales Consultant

Weidner Restaurant

- summer job. 
- after the first 2 months (June & July) I got in charge of most processes of the kitchen. Our Chef was helping me with the soups though. 
- working 5 days out of 7, ~14h-15h / day.

Chef Aid

Different projects 

- first job. 
- worked 10h a day (between 7am-5pm). 
- daily KPIs were set during our morning "internal alignment" session. 
- made €1 per hour / €10 a day.

Construction Worker

For the past 5 years, I've been growing through different roles inside Neurony's holding and was fortunate enough to be involved in projects like ialoc and YAROOMS. Both B2B SaaS companies. 

For the next 5 years, I'm focused on building a strong sales foundation and becoming the best possible sales leader. 

My life goal is to build a tech hectocorn before I'm 45. I'm 24 currently.

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Dharmesh Shah

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