Auto dealers dislike variable pricing. To address this, Bali creates fixed pricing tiers by "bucketing" dealerships based on their size, which is determined by variable consumables like repair orders and car sales. This approach aligns price with value while providing the predictability customers demand.
Despite having sold multiple companies, founder Scott Davis's core philosophy is to build a business as if he will own it forever. He argues that focusing on an exit is a "perverse" mindset that distracts from the primary goal: providing genuine, sustainable value to customers, which is the ultimate driver of a company's worth.
Bali structures its AE compensation with a 4:1 ratio of new ARR to on-target earnings. AEs with a quota of about $1M in new ARR can earn $250k ($75-100k base + $150k commission). This model ensures the sales function is a profitable growth engine for the bootstrapped company.
Instead of immediately selling to their target ICP (franchise auto dealers), Bali first built its product by working with four "practice" customers for two years. They then scaled by selling to 40 automotive vendors who served dealers. This refined the product and built credibility before they began direct-to-dealer sales.
To maintain discipline and profitability, Bali's founder was strict about hiring, even when it meant being "buried in admin." The team grew from 19 to 63 employees only after the business was well-established and scaling rapidly. This painful but deliberate restraint ensured high revenue per employee (~$230k) and protected cash reserves.