To combat self-inflicted setbacks, HubSpot created a "Pothole Report." When a metric blew up (like support wait times), they identified the leading indicators they missed. These indicators were then added to a comprehensive report, reviewed monthly, to prevent the same issue from recurring.
HubSpot's co-founders were driven by the goal of becoming the biggest tech company in Boston, not the world. While VC Marc Andreessen views this "local maximum" thinking as a flaw, for HubSpot it provided a powerful, tangible anchor that fueled their long-term focus and prevented them from selling early.
Citing Salesforce veteran George Hu, Halligan notes that in hypergrowth, nothing scales for long. Any new system, process, or even role has a three-year lifespan before it breaks and needs to be replaced. This mindset normalizes constant change and helps leaders anticipate inevitable breaking points.
Contrary to the popular belief that successful, high-growth startups are constantly fielding acquisition offers, HubSpot's Brian Halligan reveals they received fewer than five serious inquiries over 18 years. This reality check suggests that a quiet phone is normal, even for category-defining companies.