The Story of ChargeLab: How a Founder’s Unconventional Beliefs Built a $20M Sales Platform

The Story of ChargeLab: How a Founder’s Unconventional Beliefs Built a $20M Sales Platform

Most founders start companies to solve problems they’ve experienced. Zak Lefevre started ChargeLab because he had strong opinions about how sales teams should work—opinions that contradicted nearly everything the sales tech industry had built.

In a recent episode of Category Visionaries, Zak Lefevre, CEO of ChargeLab, shared the origin story of a company that reached $20 million in ARR by refusing to follow the established playbook for building sales engagement software.

The Genesis: A Contrarian Worldview

ChargeLab didn’t emerge from a gap in the market or a customer pain point that needed solving. It emerged from Zak’s conviction that the entire sales tech ecosystem was built on flawed assumptions about how sales teams actually operate.

The sales engagement category had exploded with tools promising to automate prospecting, scale outreach, and maximize activity metrics. But Zak saw something different when he looked at high-performing sales organizations. The best salespeople weren’t succeeding because they sent more emails or made more calls—they succeeded because they built better relationships and understood their prospects deeply.

This insight became ChargeLab’s founding thesis: sales technology should enable quality interactions, not just increase quantity. It sounds obvious in retrospect, but in a market obsessed with activity metrics and automation, it was genuinely contrarian.

Building Without a Blueprint

With his vision clear, Zak faced the classic founder’s dilemma: how to build the company. The standard advice for B2B SaaS was clear and consistent. Build an MVP, get early customers, hire salespeople, scale through repeatable processes. Zak looked at this playbook and decided to ignore almost all of it.

“We didn’t have any sales team for a while. It was really just me,” Zak explains. “I was doing all the sales and closing deals myself, and we had some customer success people that were helping out.” This wasn’t a temporary bootstrap phase while he searched for the right VP of Sales. It was a deliberate strategy rooted in a specific belief about how companies learn.

The reasoning was straightforward but rarely practiced. “If we bring on salespeople, they’re just going to be another layer between us and the customer, and we’re going to learn slower,” Zak recalls thinking. “So let’s just keep doing it ourselves until we really feel like we have it nailed.”

While other founders were hiring their first account executives at $500K in ARR, Zak was still taking every demo call himself at several million in revenue. The opportunity cost seemed enormous—until you considered what he was building instead.

Choosing Distribution Over Deals

Instead of investing in salespeople, ChargeLab invested in distribution infrastructure. The company spent enormous energy building deep integrations with Salesforce, HubSpot, and other systems that sales teams already used daily.

“We spent a lot of time and energy building really good integrations with Salesforce, with HubSpot, with all these different systems,” Zak says. These weren’t basic API connections that synced data. They were native-feeling experiences that made ChargeLab appear as a natural extension of tools customers already trusted and relied on.

The integration strategy created something powerful: systematic, scalable distribution that didn’t require a large sales team. When prospects searched for solutions within these ecosystems, ChargeLab appeared as a recommended option in contexts where buyers already had high intent. Customer acquisition costs stayed low while conversion rates climbed.

Zak also made another unconventional choice: building a robust, open API. “We have a pretty good API, so people can build their own stuff on top of it,” he notes. This openness was risky—it meant customers could extend the platform in ways ChargeLab might not control. But it also meant technical buyers could customize ChargeLab to their specific needs, creating stickiness that no sales pitch could match.

The Talent Density Principle

As ChargeLab grew, Zak’s contrarian instincts shaped hiring decisions across the organization. While competitors raced to expand headcount, Zak obsessed over quality.

“I’m a big believer in talent density,” he states. “I’d rather have one person who’s really excellent than three people who are mediocre.” This wasn’t about saving money or moving slowly. It was about velocity and decision-making quality.

Smaller teams of exceptional people make better decisions faster. They don’t get bogged down in coordination overhead or politics. They iterate quickly and communicate clearly. For a company still learning what worked in a competitive market, this velocity advantage compounded over time.

The talent density philosophy also meant ChargeLab could maintain its learning speed even as it scaled. With fewer people, Zak could stay close to customers, understand their feedback directly, and make product decisions based on firsthand insight rather than filtered reports.

Growing Through Customer Success

While ChargeLab delayed building sales, the company invested heavily in customer success—but not the way most companies do. Customer success wasn’t just about preventing churn. It was a growth engine.

“We had some customer success people that were helping out, and they were really good at upselling and cross-selling,” Zak explains. The team actively expanded revenue within existing accounts, often more efficiently than new logo acquisition could.

This approach created unusual unit economics. ChargeLab’s customers became more valuable over time through expansion, creating a compounding effect that pure acquisition couldn’t match. By the time the company finally built a proper sales organization, it had a incredibly valuable customer base generating consistent expansion revenue.

The Future: Redefining Sales Engagement

Looking ahead, Zak sees ChargeLab’s opportunity extending far beyond its current product. The company isn’t just building better sales engagement software—it’s redefining what sales engagement means in an era where buyers expect personalized, thoughtful interactions rather than automated sequences.

“The people buying our product are often quite technical,” Zak observes. “They want to see APIs, they want to understand integrations, they want to build custom workflows.” This trend toward technical evaluation and customization will only accelerate as sales becomes more sophisticated and tool stacks become more complex.

ChargeLab’s platform approach positions the company to be infrastructure for this evolution. Rather than fighting to be the single tool that does everything, ChargeLab enables companies to build exactly the sales engagement system they need. It’s a bet that openness and flexibility will win over feature completeness and control.

The bigger opportunity is cultural. As more companies realize that activity metrics don’t drive results, they’ll need tools that enable quality over quantity. ChargeLab’s founding thesis—that sales technology should enable better interactions, not just more interactions—becomes more relevant as the market matures and buyers become more sophisticated.

For Zak, reaching $20 million in ARR was never the goal. It was validation that the contrarian instincts that shaped ChargeLab’s early decisions were correct. The real opportunity is using that validation to build something much larger: a platform that changes how sales teams engage with prospects at scale.