Christina Cabré

Who is Christina Cabré?

Christina Cabré is the founder of Cledara, a company built to give fast-growing businesses control over the sprawling stack of SaaS tools they accumulate as they scale. Her starting point was not a market study or a thesis about category creation; it was a problem she lived through herself. As she put it on stage at SaaStock Europe 2018, the difficulty of keeping track of software adoption was "a problem I experienced firsthand in my previous company." That earlier company gave her an unusually direct view of how software spend behaves once an organization stops being a single co-located team.

The conditions she described will be familiar to anyone who has scaled an operation across borders: offices in three different countries, remote developers, and new people joining all the time. In that environment, the SaaS stack stops being something any one person can hold in their head. Tools get adopted by individuals and small teams to solve immediate problems, subscriptions multiply quietly, and the organization loses sight of what is being used, by whom, and why. Cabré framed Cledara as the answer to exactly this loss of visibility — a way to keep track when the company is too busy growing to track itself.

Cabré's pitch is notable for how tightly it stays anchored to a real operational pain rather than abstract ambition. She speaks as an operator who hit the problem before she set out to sell the solution, which is part of why the framing lands. This page collects Christina Cabré's recorded SaaStock appearances, with transcripts, so you can hear the founding story of Cledara in her own words.

About Cledara

Cledara sits in the SaaS management and software spend category — a market that exists because the very flexibility that makes SaaS easy to buy also makes it easy to lose track of. As Cabré described at SaaStock Europe 2018, the core questions a growing company struggles to answer are deceptively simple: what SaaS tools are being used, who is using them, why they're needed, and how much they all cost. Cledara was built to answer those four questions in one place.

The need becomes acute precisely when a company is doing well. In Cabré's telling, the trouble surfaces when teams are "busy getting things done" and the business is growing fast — the moment when nobody has the spare attention to audit the stack. Her own experience with offices in three countries, remote developers, and a steady stream of new hires illustrates how quickly visibility erodes when adoption is distributed and continuous rather than centralized.

By naming the problem so concretely, Cledara positions itself less as a cost-cutting tool and more as a system of record for the modern software stack — the place a finance or operations leader can go to understand the full picture instead of reconstructing it from scattered invoices and credit-card statements. The themes Cabré raises in her pitch, around distributed teams and runaway subscription complexity, have only grown more relevant as SaaS adoption has accelerated across every kind of company.

Key lessons from Christina Cabré's talks

Build from a problem you lived, not one you imagined. Cabré opens by grounding Cledara in firsthand experience from her previous company. The credibility of the pitch comes from the fact that she felt the pain before she built the product, which is a recurring marker of durable founder-market fit.

SaaS sprawl is a growth problem, not a failure. The difficulty of tracking software shows up precisely when a company is growing fast and teams are heads-down getting things done. Reframing the mess as a symptom of momentum — rather than mismanagement — is what makes the problem urgent and the solution welcome.

Distributed teams accelerate the loss of visibility. Offices in three countries, remote developers, and constant new hires were the exact conditions that made Cabré's old stack impossible to track. As work becomes more distributed, the case for a single source of truth over software spend only gets stronger.

Name the questions your buyer can't answer. Cabré's pitch crystallizes the problem into four concrete unknowns — what's used, who uses it, why it's needed, and what it costs. Defining the product around the specific questions a customer struggles to answer is a clear, repeatable way to make a category legible.