DiscoverOrg

“I put 25,000 dollars on my credit card. He put 25,000 dollars in his credit card.”

“We grew the business without any outside investor through 2014, where we were about thirty million dollars of ARR profitable and brought in TA Associates as a private equity investor in 2014.”

“When we acquired ZoomInfo, they had a different approach. They hired great managers who inspired and coached and trained their people. They had no optimization, no automation. And they were growing faster.”

“So TA made this invest investment at two hundred and seventy five million dollars, and now we're four years into the future. This offers for 1.5 billion. We ended up taking an offer at two billion, which TA ended up selling a portion of what they owned and the…”

“When he left he agreed to put 25% of his ownership, and I put 15% of my ownership into a pot that we set up for employees.”

“I sold 33% of what I owned.”

“We made this acquisition of a company that was doing forty million dollars in revenue and ten million dollars of profitability. We acquired the business, and then three months later, it was doing forty-five million and thirty-five million dollars of profitabil…”

“When we made the acquisition of Rain King, we actually, you have to get antitrust approval. And so we went, and the regular, the regulators didn't love the ranking acquisition because they felt very similar, two very similar companies, and so we actually went …”

“A year earlier, I had an opportunity to buy Zoom Info for two hundred and forty million dollars and I passed. And that might feel like a bad decision. Like, oh, that was dumb. He had to pay eight hundred million dollars one year later. It wasn't a bad decision…”

“I bootstrapped the company with my co-founder in 2007, we put 25,000 dollars on our credit cards and went to market. We built a really profitable business that high, high margins. And we didn't bring in our first outside capital. Until for seven, seven years l…”

“We had looks at those businesses a year or a year and a half before, and if we had done the acquisitions earlier, we would have saved, I think, seven hundred million dollars in acquisition M&A costs.”

“At the time we acquired zoom info was growing faster than us.”

“We took people from the discover org offices in, in in Bethesda and Vancouver, and then we stuck them inside of those offices. And that's important, right? And once you did that, it just changed the, like nearly instantly. You saw an uptick in in ASP and ACV a…”

“I sort of viewed the first transaction like an exit. And then once that happened, it took a lot of sort of day to day pressure off of my shoulders. And so I could operate in a better way because it wasn't like all of my money in the company. It was like we wer…”

“We were twenty five million when they invested. And from a run rate perspective, we're probably one 21 30 when Carlisle came in.”

“And, like, in our space, Microsoft is the big player. And so all of us combined Have nothing on on the size and scope of LinkedIn and Microsoft as a sales solutions provider. And so I view Microsoft as the 800 pound gorilla, and then there's a whole sort of li…”

“Most companies don't figure out their go-to-market motion. They're, they have, like, a really interesting product, and through sort of just grit, they're able to sell it a couple times and build a million-dollar AR business or something like that.”

“And so I'm also looking for like bad sales processes because I think we have a really great one. And so that we could come in and sort of apply our domain expertise around go to market to a company that hasn't figured out that motion and then really accelerate…”

“The actual metric that we look at more closely is how many completed demos are they doing a month? And we're looking for that to be more than 20.”

“Our inbound SDRs, if you fill out a form on our website, we're going to call you in two to three minutes to try to set that demo.”

“Our business is 100% recurring revenue subscription. There's no professional services. There's no onboarding or implementation fees. It's all recurring, 100% recurring in subscription.”

“It's close to a hundred.”

“I ran our whole business on Infusionsoft and Until we were about fifteen million in revenue.”

“No, it's, no, it's not 80, but it, but it's slightly less than 80.”

“We're now number two in the G two crowd ranking in terms of the most popular sales intelligence platform, just behind the guys at discover org.”

“He, you know, he shared with me Henry in that episode that they're doing about five million ish per month in revenue”

“They went from nothing to 70, seventy million in ARR pretty quickly, and then exited to a private equity firm.”

“OEM partners who use our data set as part of their product. And those folks are names like the data.coms of the world, the discover orgs of the world, the Dun & Bradstreet's of the world. The predictive vendors like lattice engines and lead spaces and these ki…”

“They just passed seventy million bucks in ARR at Discover.org.”

“So we're a sales intelligence platform that is focused on providing really deep intelligence on the company and the contact information of buyers of 60,000 companies worldwide.”

“And we sell it on a subscription basis to the sales and marketing departments of over 2100 companies across the globe.”

“So first of all, we self-funded through twenty five million in ACV. Which is incredible. Yeah. Annual contract value. And so we were on a twenty five million dollar run rate when we took the funding. And I think we sort of got to a place where we had a hundred…”

“Yeah, everything is multi-year annual. And they're paying anywhere from 30,000 to, you know, a million dollars.”

“It'll be a little bit more than, yeah, we'll, we'll exit this year around seventy million in run rate.”

“We have a business that's profitable and which is a rare thing in, in, in software period.”

“We have about 315.”

“They end up being worth somewhere between like 304 100,000 dollars.”

“It's plus 90%.”