Figma’s Early Days—How Patience & Discipline Fostered a Killer Product

It’s surprising how often young startups push complex pricing tiers from the onset. At Figma, nurturing self-serve to develop the Enterprise tier was the right path. Once that proved itself, we layered on and scaled a sales org.

By working within the browser, Figma introduced an astounding level of efficiency into the design process and drove organization-wide adoption, which resulted in large ACV enterprise opportunities. This required a period of complex product development prior to monetization — so being product-obsessed and patient were a big part of the company’s cul

Much has been said about Figma’s astounding growth from $0 to $400M+ ARR in <5 years. In addition to being tough to build, developing a successful GTM motion took time and patience. Leadership was adamant that the product and pricing tiers be feature-complete before charging the customer. Product obsession and patience were ingrained in the cult

Having the discipline to understand your customer data and to invest in accurate reporting is what powers the GTM flywheel, drives efficiency in a sales org, and educates product decisions.