Niall Alstowe’s Post

Two years at a startup gives you a very different perspective on how companies grow. When I first joined Cuttable, there was no clear playbook. No real structure or roadmap — just a lot of moving parts and a team figuring things out in real time. Roles weren't rigid, processes weren't defined, and you just stepped in and figured things out. I found myself working across different areas of the business, jumping into whatever needed attention. At the time, it just felt like doing the job. Looking back, it's what shaped how I think today. You start to see how interconnected everything is. A product decision that creates friction in onboarding quietly kills expansion revenue six months later. An operational bottleneck that seems manageable at 10 people becomes a crisis at 30. Small inefficiencies don't stay small — they compound. Now working in Revenue Operations, that's the lens I bring. A big part of my role is designing and implementing the systems behind how we grow — from the GTM engine, to company-wide automations, through to the financial and reporting layers that give us visibility as we scale. Growth isn't just about doing more. It's about building systems that don't break as you scale. Because without the right systems in place, complexity compounds, and small issues quickly turn into real problems. It's been incredible to see how far things have come during my time — from those early days in an office that barely fit 8 people (sometimes 2 to a desk), to becoming a global company of 30, expanding internationally, opening a New York office, and reaching a $100M valuation. And yet, in many ways, it still feels like we're just getting started.