 |
Between Two COO's with Michael KoenigAuthor: Michael Koenig
Between Two COO's brings incredible Chief Operating Officers together to share their insights, advice, and crazy stories. Learn from current and former COO's from companies like Tucows, Automattic, Shippo, Chopra Global, & VC firms. Language: en Genres: Business, Entrepreneurship, Management Contact email: Get it Feed URL: Get it iTunes ID: Get it Trailer: |
Listen Now...
AI, Fraud, and the Next Era of Commerce with Peter Dougherty, President of Spreedly
Episode 56
Wednesday, 10 December, 2025
This episode goes deep into the mechanics of scaling a company from steady growth to breakout velocity. Peter shares how Spreedly quadrupled ARR growth in his first year without increasing OPEX, why the “right people pointed at the right problems” is everything, and how to decide which problems are existential versus learn-as-you-go.We dissect how go-to-market organizations evolve from $20M to $100M ARR, the power of focus and role separation, and how to keep silos aligned around one customer story.Peter also explains the shift from “payments orchestration” to “open payments” and how Spreedly’s position as the original player in the space gives them unique leverage. We walk through the future of agentic commerce, Google’s new agent-to-agent payments protocol, and what it means when agents can transact faster than any human could ever shop.We close out with the Dodgeball acquisition, a primer on fraud orchestration, and a wild story about working an entire night shift at a nightclub during a meltdown launch.Topics Covered:How Peter defines the journey to presidencyThe “right person, right problem” frameworkOne-way vs two-way doors for staffing big problemsHow to scale a GTM org from $20M to $100MWhy open payments replaces orchestrationSpreedly’s unique market position and 15-year head startAgent to agent commerce and Google’s new payments protocolHow AI changes the velocity of money movementFraud orchestration and Spreedly’s acquisition of DodgeballBalancing profitable growth vs growth at all costsPerception vs reality in leadershipPeter’s wildest “I never thought I’d see that” story
