subscription-business
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Matrimony.com built a business on being particular
Language, community, income, family: the owner of BharatMatrimony made India’s marriage preferences its product. Its harder match has been finding growth beyond the search for a spouse.
Nanit sells a better view of the night. The morning costs extra.
The baby-monitor company turned crib footage into a subscription business. Now it wants to follow children beyond sleep - while giving parents a reason to keep paying.
OBRIO’s Big Bet on the Business of Belief
With Nebula, the Ukrainian software company turned horoscopes into a marketplace for personal guidance. A $500,000 rebrand and a pending US subscription lawsuit put the price of trust at the center of its next chapter.
Kape bought the VPNs. Then it bought the comparison sites.
ExpressVPN, CyberGhost and Private Internet Access share a parent with a VPN review publisher. Inside Kape Technologies, where the business of privacy meets the business of being chosen.
aosphere sells the legal answer, minus the timesheet
A business born inside Allen & Overy turned recurring legal questions into an annual subscription. Now aosphere is buying the tools to carry those answers into the daily decisions of banks and asset managers.
Grant Belaire Has Spent 20 Years Turning Products Into Habits
From AOL's reinvention to sports-only newspaper subscriptions and consumer cybersecurity, Belaire has kept returning to the same problem: how to earn a direct, useful place in a customer's digital life. Now he is applying that discipline to MacPaw's shift from a suite of Mac apps to a connected AI ecosystem.
Grindr Built the Gay Internet’s Town Square. Now It Wants to Be the Whole Neighborhood.
The yellow grid solved one urgent problem with almost comic efficiency: who is nearby? Seventeen years later, Grindr is betting that the same network can sell convenience, care and community - without burying the thing people came for.
Harley Butler Keeps Choosing the Job He Hasn’t Done Yet
The Public Goods CEO has spent a career turning unfamiliar territory into operating discipline. His useful edge is less certainty than a practiced appetite for the stretch assignment.
Austin Esecson Bet on the Car Wash Subscription - Then Built the Missing Software
The former finance executive chose a gloriously specific market: helping car washes turn one-time drivers into long-term members. Rinsed's growth shows what happens when software follows the customer all the way from the driveway to the renewal notice.
Chad Kettner Is Marketing the Courage to Make Some Noise
At Musora, the product is a lesson. The real pitch is permission - to begin badly, return after years away, and keep playing long enough to surprise yourself.
The Newspaper That Put Wordle, Recipes and Box Scores on the Same Bill
The Times did not escape the newspaper business. It used puzzles, recipes, sports and shopping advice to make its journalism a more frequent habit - and its subscription harder to cancel.
The $2 Billion Home-Repair Machine Hiding Behind Your Broken Dishwasher
Frontdoor built a recurring-revenue business around the moment an air conditioner, water heater or refrigerator quits. Now it is using video experts, a contractor network and a $585 million acquisition to stretch beyond the traditional home warranty.
Whistle Express Car Wash
Whistle Express turned 16 regional car-wash brands into one operating system. Then a $385 million deal more than doubled its footprint - and made the humble wash tunnel a revealing lesson in subscription retail.
Nina George
She started as a software engineer, detoured through Wall Street, and now runs marketing at one of the most recognized names in consumer wellness. Nina George has spent a career walking companies through their reinventions.
Uscreen
The bootstrapped platform behind $1 billion in creator earnings is betting that the future of video isn't a bigger audience - it's owning the one you already have.
Paul Guyardo
Paul Guyardo is the President and CEO of Fetch Pet Insurance, the New York based, Warburg Pincus backed insurer formerly known as Petplan. Since arriving in 2019 he rebranded the company, partnered it with the viral animal brand The Dodo, and roughly tripled its subscriber base toward half a million pets. A specialist in growing direct-to-consumer subscription businesses, Guyardo previously ran revenue and marketing at DIRECTV, where he helped lift annual revenue from $12 billion to $25 billion, and served as Chief Commercial Officer at Discovery, where he launched nine streaming apps that became part of the foundation for MAX.
ChurnZero
ChurnZero is a customer success platform that helps subscription and B2B SaaS businesses reduce churn and grow revenue from existing customers. It unifies customer data, health scores, automation playbooks, and AI agents so customer success teams can spot risk early, drive product adoption, and manage renewals and expansion at scale. Founded in 2015 and based in Washington, D.C., it serves thousands of customer-facing teams and is consistently ranked among the top-rated customer success tools on G2.
The Farmer's Dog
The Farmer's Dog is a New York-based direct-to-consumer pet health company that cooks fresh, human-grade dog food and ships it pre-portioned to subscribers' doors. Founded in 2014 by Jonathan Regev and Brett Podolsky, it builds custom meal plans around each dog's age, weight, and breed, formulated to AAFCO complete-and-balanced standards. The company crossed roughly $1.2 billion in annualized revenue in 2024 and turned profitable, becoming one of the most successful subscription brands in the U.S. pet category.
You Mon Tsang
You Mon Tsang is the founder and CEO of ChurnZero, the Washington, DC customer success platform he started in 2015 to fix a blind spot he hit as a software CMO: companies knew everything about prospects and almost nothing about the customers they already had. A four-time software founder with prior exits at Biz360, Engine140, and Milktruck, Tsang has turned a single metric - net revenue retention - into a rallying cry for subscription businesses, arguing that product-market fit is not the ability to sell customers but the ability to keep them.