Deel

“I look at ours, and our biggest mistake, and I can look at Deal, 11 Labs, I can look at Granola, and Starcloud, Fractile, could have done them all, but would have had one to two percent, and all of them we turned down purely for ownership, and that is hundreds…”

“There have been several companies where we've had, like, one percent offered to us, Deal, 11 Labs, Starcloud, where we were like, one percent, we can't be doing that, and now I look back and all of them would have returned huge amounts of money.”

“But I think having a founder taking care of sales makes them care a lot more about the details that I would say a professional hires may not care about as much, and I think it's made a significant difference for the business.”

“And what started as a small product to help some of our friends be hired by such companies kind of became today The platform that's used by more than 40,000 customers to scale globally.”

“When we got to our Series A, we had actually only spent, like, Or 350 K.”

“Applying that over the first, like, 18 months and 20 months, I think that's when we hit a hundred million”

“You can kind of say we grew from around something like 800 to 1.4 plus, right, in the last year.”

“Deal has been profitable for the last three years”

“I still think the business personally is, is undervalued, right?”

“Deal is a fully remote company. We have 7000 people across a 120 countries.”

“I actually think it's a cheat code, if you think you have product market fit, to start going global very early.”

“50% of our revenues come from American companies, but the other 50% of our revenues come from European companies, Latin American companies, APAC-based companies”

“Like in my mind we could double revenue without increasing headcount, right? Because of all of the superpowers that we can give our team.”

“If you look at deal, 10% of our revenue is inorganic, right, from acquisition, right?”

“Whenever you have a large kind of market team like we do, like a couple thousand people, before a salesperson is comfortable with selling a product, it takes like nine months to nine to 12 months. And by being able to bring the zero of the product after month …”

“One thing I do which works decently well for us is I actually usually have the founders reporting to me directly for a while. So, you know, one, they have more freedom, and second, they know we care, right? And it's important because they're smart people. They…”

“Clearly we have AI tailwinds in terms of what we can offer our customers, right? And if you combine this with the regulatory work that we've done, which is really hard to reciprocate, like, you can see that it's the foundations of the business are really hard …”

“We actually outperform our forecast despite some of the PR that was outside. We outperform our forecast, we beat our numbers, and our customers are happy, and they're with us, and they're growing with us”

“I think a weird thing that happened with us is the combination of having really good numbers on the board plus not spending time with non-internal investors allowed for other people in the ecosystem to try to give reason to justify Our growth, right? Like, oh,…”

“Most of the AI companies we talk to, they have no real understanding of like what is real deep operations, and how do you actually function across like 150 countries and like makes making things actually work.”

“I do think there's a world where, and I think we can play a huge part in this, where people will be hiring, quote-unquote hiring, will have agents doing the work for them, and will be monitoring performance against it, and I do think that the one place where m…”

“I pinged Alex on a Sunday morning seven a.m., Saying, hey, they want an intro to a sales rapper on your team. Who's the best person? He's like, intro to me, please. I'm like, dude, it's like a thousand dollar deal. He's not worth your time. He's like, no, no, …”

“You know, I turned down deal at the seed round, because I was like, payroll? Really? Paychecks? ADP? Come on, this is ridiculous. With this kid, Alex, who's now a friend, he won't mind that.”

“Yeah, I think we're not the size of Revolut or Deal, right? And so it probably doesn't make sense for us to do that. And Langchain and a lot of their surrounding tools have gotten a lot better. And so I think we're in the job of, and our engineering team is in…”

“The Justice Department opened a criminal investigation. Grand jury subpoenas were sent out in recent weeks.”

“I met Alex at Deal when it was two on 10, and I looked at paychecks.com and ADP, and I was like, nah, shit market, incumbents, distribution advantage, crap investment. What a mistake.”

“At the margin, I'm, of those two choices, I would bet at the margin, despite a little distaste for what went on in terms of the de-espionage thing, I would say, maybe I want to say is the TAM and the, Competitive matrix is more attractive for deal.”

“I feel pretty confident that the same way we've been winning in the marketplace will win in the court of laws.”

“September was our first one hundred million revenue month, which is a very exciting milestone for the business.”

“So I think the big news for us is we're actually going to announce a round of over three hundred million dollars at over seventeen billion dollars plus in valuation.”

“So it's actually co-led by three three investors. The first one is Rubit Capital, which is our new investor. It's actually the first time that they invest into a deal. And maybe we'll talk about this after, but I've been I actually love the team there. I've be…”

“Deal has been a profitable company for three years now, so we've been generating cash, which is always a great thing to do, and we haven't needed investment for quite a long time.”

“I think we've done about 13 acquisitions, which really helped us grow really fast build new products, bring amazing funders in, and really kind of take over a big part of the global payroll market share.”

“I think it's unfortunate that the way they're trying to compete is through media and through headlines and things like that.”

“We've been buying every single secondary on the market every single time they could.”

“I'm very happy living in Tel Aviv, and I've been living here for the last five years.”

“I think the worst mistake you can make as the company's scale is to be too far away from the business to really know what the problems really are.”

“I think every company had more than 50, a hundred people start having flaws in their designs, in their org, in terms of response time, in terms of how things are happening. And if you are 10,000 feet above, kind of looking looking down at, like, the organizati…”

“We are, right, like, billions in our profitable business, acquisitions, you know, 7000 people around the world today”

“I have like 20 or a little over 20.”

“I've never had one-on-ones with them. I've never truly had performance reviews with them.”

“I think I work a little harder than that personally, and I think most of my leadership does too, but I just don't think it works at scale really, right?”

“I've done less secondaries than you think actually.”

“I think there is a moment where you're like, hot shit, everybody wants to invest, you're getting term shits left and right, where you start being, ah, inconsiderate. But I actually kind of like have gone through enough cycles now, although it's not been exactl…”

“Andreessen has been top tier by far, and they've always been super supportive through rainbows and unicorns all the way to shitstorms. They stood by us like no investor ever did.”

“I share high-level numbers? Why not? Like, the thing is, most of your numbers are available if someone really wants to figure them out, right? Like, it doesn't truly matter. Like, I don't believe in, like, hiding numbers.”

“The only way for us to be what I think we can be, which is a hundred billion dollar plus company that truly changes how HR and payroll is perceived and really disrupts this whole market is for a brand to be aligned and for the brand to be much more known, righ…”

“We're going to get this to ten million people.”

“Well, see, I think we can be very aggressively winning most of the market. I actually think the gap between 10 to a hundred million over the next five to 10 years is not that big.”

“Well, we'll do some of those actually. So you'll see some of them coming. Already in the works.”

“We use a competitor and them until one of them becomes good enough for our solution.”

“So, so one super interesting thing at Dill that has actually been probably the best investment we've made at the company is we built our own knowledge base. So two, three years ago, I was talking to one of my board members and telling them how, you know, we ha…”

“Building a lot of your internal infrastructure, and it's the dumbest thing to do when you're small, but it's the smartest thing to do, I think, as you scale.”

“Over the last year, we built our own JIRA-like product internally.”

“I think a couple hundred percent year-on-year growth plus profitability is a good sign.”

“60% of our revenue actually comes from cross-sell today.”

“So we acquired Huffy, for example, a company you invested in, which is doing amazing for us, you know, it's grown almost a hundred percent year on year”

“If you think about deals revenue split today, 50% comes from the US, a little over 35% comes from Europe, and the rest is that kind of rest of the world”

“I don't think having one person running around when you're like 10 people, 20 people trying to sell something is defocusing. The only thing that can be defocusing is if they come and start telling you know, for Brazil, I need this specific thing for this count…”

“Yeah, I actually think it will, it can be a ten billion dollar company.”