Nov 4, 2026 · 32 min · 10 segments
Is high top-line revenue always a sign of a healthy startup? In this episode of *TAGline*, host Justin Starbird sits down with Eric Josovitz, Founder and CEO…
Eric JosovitzGuest
Justin StarbirdHost
that role as a CFO, there are often times where... thinking about money in the company or not having money in the company, just the mindset can stymie growth.
And on the other hand, the right person in position to think about growth can make all the difference in the world and scale.
I've been, you know, in this spot where I'm at in terms of consulting and marketing for years.
And often the roadblock is at the you know, the person that has to end up writing the checks for the company is the one that's holding things back because, you know, the adage of you gotta spend money to make money is, while true, you still have to be able to somewhat prove out a return on whatever investment.
From your perspective, where you're working with companies often on the hyper growth side or to your point earlier, the fundraising side, at what point do you scale back or or the, you know, all gas, no brakes? It's a
If I want to go fast, I'm getting a Ferrari and I'm putting 93 gas in the car.
And I pretty much tell them, you can raise $100,000 or you can raise $50,000 in a family and friends round, but it's going to be a slow growth.
You really need to build first and have a product that is really buttoned up before you go to market.
And if the market is ripe for you to jump in, and attack it, then raise a lot of money, raise as much as you can, and then put it to work.
Of course, and that's where the KPIs come in, it needs to be in a controlled environment.
And from a marketing guy like you, you're not just going to put $100,000 into a bunch of random marketing resources.
And then you're going to understand the KPIs behind it, what you need to hit in order to be successful.
that role as a CFO, there are often times where... thinking about money in the company or not having money in the company, just the mindset can stymie growth.
And on the other hand, the right person in position to think about growth can make all the difference in the world and scale.
I've been, you know, in this spot where I'm at in terms of consulting and marketing for years.
And often the roadblock is at the you know, the person that has to end up writing the checks for the company is the one that's holding things back because, you know, the adage of you gotta spend money to make money is, while true, you still have to be able to somewhat prove out a return on whatever investment.
From your perspective, where you're working with companies often on the hyper growth side or to your point earlier, the fundraising side, at what point do you scale back or or the, you know, all gas, no brakes? It's a
If I want to go fast, I'm getting a Ferrari and I'm putting 93 gas in the car.
And I pretty much tell them, you can raise $100,000 or you can raise $50,000 in a family and friends round, but it's going to be a slow growth.
You really need to build first and have a product that is really buttoned up before you go to market.
And if the market is ripe for you to jump in, and attack it, then raise a lot of money, raise as much as you can, and then put it to work.
Of course, and that's where the KPIs come in, it needs to be in a controlled environment.
And from a marketing guy like you, you're not just going to put $100,000 into a bunch of random marketing resources.
And then you're going to understand the KPIs behind it, what you need to hit in order to be successful.
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