Articles by Dave
Activity
28K followers
Experience & Education
Publications
Honors & Awards
-
Indianapolis 40 Under 40
Indiana Business Journal
Top 40 under 40 Indianapolis Area
-
Arizona's "Top 35 Under 35" Entrepreneurs
Arizona Republic
Organizations
-
Young Entreprener's Council
-
- Present -
Entrepreneur's Organization (EO)
Membership, Accelerator
-
Recommendations received
14 people have recommended Dave
Join now to viewOther similar profiles
-
Hiten Shah
Hiten Shah
I work with teams who have plenty of data but still have to decide what to change next.<br><br>In marketing, information isn’t scarce. The harder part is that signals arrive out of sync, and decisions still have to hold. Product data points one way. Growth metrics point another. Customer feedback shows up late, filtered, or after the decision was already made. Each input makes sense on its own. Together, they don’t form a clear move.<br><br>A decision still has to be made.<br><br>I’ve spent a long time working inside that tension.<br><br>Since the early 2000s, I’ve co-founded and built several SaaS companies, including Crazy Egg, KISSmetrics, and Nira. Nira was acquired by Dropbox, where I later worked on product and growth for AI products. Across all of that work, the same pattern kept showing up.<br><br>Inside larger teams, decisions often sound solid in the moment. The trouble starts later. The context behind earlier calls fades. The constraints that mattered at the time don’t travel. Reasoning gets simplified, rewritten, or lost entirely. When questions resurface, teams argue about direction instead of revisiting the original judgment.<br><br>I’m now back as CEO of Crazy Egg. The work there focuses on keeping teams close to what users actually do, especially when opinions start to harden. When user behavior stays visible, decisions tend to settle. When it disappears, debates stretch and momentum softens.<br><br>That pattern shows up across most of what I work on.<br><br>I spend a lot of time thinking about how GTM leaders make decisions when product direction, growth pressure, and market narrative pull in different directions. Information is incomplete. Costs are uneven. Timing rarely feels generous. What matters is whether a decision holds long enough for a team to move.<br><br>If you’re responsible for aligning product, growth, and messaging and feel the weight of getting it wrong, this is the layer I spend my time in.
Explore top content on LinkedIn
Find curated posts and insights for relevant topics all in one place.
View top content