Money can change a lot of things in a startup, but for Felix Rodriguez, CEO of Finally.com, one thing remains constant even after raising $110 million: his commitment to being on the sales floor. Most founders eventually delegate sales entirely, viewing it as a task to outgrow. Felix takes the opposite approach, regularly joining calls with bigger prospects and maintaining direct customer contact.
“I get pulled into bigger deals and I love to get rolled up my sleeves and stay connected to customers and see what kind of matches up with what a day in the life of a small or medium sized business owner or operator is,” Felix explains. “I think that’s really important as you continue to build product.”
This isn’t just about closing deals – it’s a strategic choice that has shaped Finally’s entire go-to-market approach, transforming them from a company speaking with 30 potential customers monthly to engaging with over 1,000 businesses every month.
The Foundation: Founder as First Sales Rep
Felix’s philosophy on founder-led sales stems from a simple belief: if the founder can’t sell the product, no one can. “I feel like if I could sell it myself, if I could solve someone’s pain, then I can help teach others what’s resonating in the market and with customers,” he shares. This hands-on approach provides immediate feedback that shapes both product development and sales training.
Beyond Product Development
The benefits of staying close to sales extend far beyond product insights. As Felix notes, “You got to sell the product, you got to sell the vision, you got to sell new recruits, you got to sell investors, you got to sell your vision continuously. You’re never going to stop.” This constant practice of articulating value across different audiences keeps the vision sharp and the messaging clear.
Building a Scalable Sales Engine
Finally’s growth from 30 to 1,000 monthly prospects didn’t happen by accident. Felix emphasizes the importance of “processes and good systems that allows you to scale from one to as many as you need.” But the key is starting with what works at the founder level and then systematizing those learnings.
The Vertical Messaging Challenge
One crucial insight that emerged from Finally’s founder-led sales approach was the importance of vertical-specific messaging. Despite offering a comprehensive platform with multiple features, Felix learned to tailor the pitch to each industry’s specific needs. “A dentist probably doesn’t care about, like, invoicing. They don’t invoice consumers that come in for their dental work. So definitely don’t send a dentist messaging about sending invoices,” he explains.
The Inside Sales Investment
While many fintech companies focus primarily on product-led growth, Finally has found success by heavily investing in inside sales. “Building an inside sales team has been our home run,” Felix shares. This decision was informed by direct experience with what resonates with customers and what doesn’t.
Maintaining Speed at Scale
For Felix, the primary concern isn’t just growth – it’s speed. “I only worry about speed,” he admits. But maintaining velocity becomes more complex as a company scales, especially in fintech where regulatory requirements add complexity. “If it was just AI and SaaS, you’d go super fast. Super, super fast. But the minute you throw in some fintech stuff, adds complexity and regulatory stuff and compliance things.”
Key Takeaways for B2B Founders
Finally’s approach to founder-led sales offers several lessons for B2B founders:
- Don’t rush to delegate sales completely – maintain some direct customer contact even as you scale
- Use sales interactions to inform both product development and team training
- Build systems and processes based on what works at the founder level
- Invest in vertical-specific messaging rather than one-size-fits-all approaches
- Balance the desire for speed with industry-specific constraints
For founders building in regulated spaces like fintech, staying close to customer conversations isn’t just about closing deals – it’s about maintaining a deep understanding of how your product solves real problems while navigating complex requirements. As Finally’s journey shows, this hands-on approach can scale remarkably well when paired with the right systems and team.
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