Talking Software Startups With Eleni Vorvis of Boston Founders Forum

As we enter a year marked by economic uncertainty and the unpredictable evolution of AI, tech founders are looking for guidance on what to expect and how to position their companies. Through her work as both a fractional customer success leader and co-founder of Boston Founders Forum, Eleni Vorvis is in a unique position to provide insight into what entrepreneurs can expect in 2025.

In this far-reaching interview, Eleni discusses her career journey, the inspiration behind Boston Founders Forum, and her perspective on what’s ahead for startups. From fostering in-person connections to tackling the pressures of AI adoption, she shares actionable advice and reflections that will resonate with founders.

Startup Boston (SB): Can you walk me through your career history and how you became so focused on working with startups, particularly in the software as a service, or SaaS, space?

Eleni Vorvis (EV): I’ve spent the last 20 years in go-to-market roles for a variety of companies. After graduating from college, I started working at IDC on a sales team. If I look back, I was essentially doing customer success or account management, as sales there involved selling market research and analyst hours to large companies while maintaining those relationships.

After four years in roles like customer success, business development, and inside sales, I went back to school for my MBA (at the Babson F.W. Olin Graduate School of Business).

Post-MBA, I joined a new SaaS division of Bright Horizons, which was known for early childhood education but also supported elder care and other stages of life. I was one of their first employees, helping to build a partnership network for colleges and universities. That role really ignited my passion for working in smaller, high-growth environments. From there, I transitioned into traditional SaaS customer success roles, moving from an individual contributor to leadership positions.

In 2023, I was impacted by a layoff. Rather than return to a full-time role, I decided to consult for startups. This approach gave me the flexibility to choose which founders, SaaS types, and projects to work with. Around the same time, I partnered with Chris Harris on Boston Tech Forum, which eventually became the Boston Founders Forum. This helped me build my brand further in Boston’s startup ecosystem.

SB: Tell me about your work consulting for startups and fractional roles. What’s your focus there?

EV: My work is quite varied. Currently, I’m a fractional customer success (CS) leader at a startup called CoachEm. I’ve been doing that for six months. I also deliver workshops to CS teams, focusing on topics such as soft skills and negotiations. My background in revenue responsibilities within CS has been a hot topic lately, as many companies expect CS teams to carry quotas. I help startups transition to these models by equipping their teams with the necessary skills and processes.

I’ve worked with companies ranging from seed-stage startups to Series A and beyond. The key is ensuring they’re prioritizing customer experience and success. For early-stage startups, budget constraints often mean focusing more on lead generation and sales models, but I enjoy working across different stages of growth.

Fractional roles have been particularly interesting. They allow me to step in temporarily, help build processes, and hire teams before stepping back. It’s rewarding to see the impact of those foundational contributions.

SB: How did you and your co-founder come up with the idea for the Boston Founders Forum? What are your goals for 2025?

EV: As a coach in Harvard Business School’s Entrepreneurial Sales course, Chris was inspired by the caliber of the guest speakers. I met him at the first event he organized and quickly realized we shared a vision of building a community for founders of all types. We decided to partner together and launch Boston Founders Forum (BFF), and the acronym caught on quickly.

Our events feature inspiring speakers, including Bobbie Carlton, known for Innovation Nights and Innovation Women, and John Harthorne, the founder of MassChallenge. We’ve also had leaders from various funding stages, from Series A to E. The community’s response has been overwhelmingly positive, particularly to in-person events—people are eager to connect face-to-face after years of virtual interactions.

For 2025, we’re expanding our offerings. We’ll continue hosting main-stage events with high-profile speakers but also add smaller, workshop-style “founder huddles.” These will help attendees tackle specific challenges and opportunities with guidance from experienced professionals. We’re also focusing on growing our team and securing long-term sponsorships to sustain our vision and offer some free elements to the community.

SB: You must have a great perspective on how founders feel heading into 2025. Are they optimistic, given the current economic climate?

EV: Overall, I’d say there’s a sense of optimism. Founders are always under stress, but their energy and drive are inspiring. While the environment isn’t fully back to pre-pandemic levels, there’s definitely been a positive shift. Many founders are leaning into opportunities to connect with their ideal customer profiles and are emphasizing networking and lead generation. The startup community in Massachusetts is particularly fortunate, with ample opportunities for in-person connections among VCs, advisors, and peers.

SB: You also have a great perspective on SaaS. How are founders in this space adapting to the AI boom?

EV: SaaS founders are navigating significant pressure to incorporate AI into their offerings, but it’s important for them to approach this thoughtfully. The key is ensuring that any AI component aligns with the company’s goals and addresses real customer needs. AI isn’t just a trend; it’s here to stay — but companies need to avoid rushing into it without clear alignment to their roadmap.

For some, this means rethinking their platform architecture or engaging teams across engineering, go-to-market, and leadership to determine what’s feasible and valuable. Timing is critical, too. If adopting AI slows down your momentum, it can have long-term implications. Founders must balance incorporating AI with maintaining focus on the core problems they’re solving.

There’s also a lot of noise in the AI space, with new tools and startups emerging constantly. Founders need to sift through this noise to identify what’s most relevant to their business. Many are also considering the ethical implications of AI, which is a critical conversation both internally and with prospects.

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About the author: Randall Woods is a former editor at Bloomberg News and currently is a Senior Vice President at SBS Comms, a communications agency for technology companies and startups.