ServiceTitan’s Add-On Strategy That Went 0 to $100 million ARR in 5 years - Ershad Jamil
About the Speaker
Ershad Jamil is a vertical SaaS operator and advisor best known for his six-year run as Chief Growth Officer at ServiceTitan. While there, he helped architect the move from a single product to a multi-product platform, taking new products from $0 to $100M+ ARR in 5 years.
Post-ServiceTitan, Ershad has held executive, advisory, and board roles across numerous vertical SaaS companies including BuildOps, MoeGo, Inspect Point, and Cloud Kitchens. He is now an investor at EQJ Ventures.
Summary
Going multi-product is the fastest way for vertical SaaS companies to grow ACV and retention, if done correctly. In this episode, Ershad Jamil (former CGO @ ServiceTitan) breaks down how his team evolved from a single platform to a portfolio of revenue drivers, including embedded payments, marketing automation, product catalog, and an early AI receptionist - scaling add-ons from $0 to $100M+ ARR in under five years.
He walks through how to identify “share of wallet” opportunities, time the first add-on, and stand up a tiger team to ship an MVP without derailing core product. We get concrete on build vs. partner vs. buy, product packaging, and why CSM-led upsells often stall. Ershad also shares where teams go wrong, like choosing the wrong fintech partner or misforecasting adoption, and how to set the right KPIs so the motion compounds rather than distracts.
Key Takeaways
Start with share of wallet. Pull customer P&Ls, run surveys/webinars, and map where your users already spend (payments, financing, marketing, telecom, fleet).
Stand up a tiger team. One PM, 1–2 engineers, and a part-time GTM owner can ship an MVP and de-risk without detracting from core product.
Partner first on complex offerings. For payments, financing, and payroll, the right partner beats building from scratch.
Sell at the right moment. Activate payments during implementation to cement workflows; sell marketing automation once the customer is activated.
Don’t let CSMs carry upsells. Use commercially oriented AEs/SDRs for upsells and cross-sells, keep incentives and ownership aligned.
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