Klipfolio

“And we had thousands of these people building these clips. And we actually had thousands of people downloading our little dashboard, our little news aggregator as well, but we couldn't find anybody to pay for it, you know?”

“I do tend to see too many founders Who have the comfort of a current job, who are not diving off at the diving board, and it changes the way you approach everything. You know, there's a certain comfort that doesn't allow you to really, you know, fully commit t…”

“We amassed very quickly through probably, you know, our beta to version one to not even version two, we had 300,000 downloads of our little Windows application.”

“They didn't blink an eye when I said, 35 K annually, they started implementing this thing almost immediately.”

“If you want to sort of really dominate a market and be the player that everybody needs markets, reference each other. Right. And you have to build up that momentum to sort of say, oh yeah, what does Clickfolio do? Oh, boom. They do this. For this kind of a com…”

“So it was an easy decision from a revenue point of view, because the enterprise revenue started really pouring in, you know, and pouring in for a small company. Right. But it was very meaningful and very different than selling to the publishers.”

“I mean, I think founders can follow the revenue and follow, you know, the, where the money's coming from. But at the end of the day, founders need to be so completely aligned The DNA of the founder has to be so completely aligned with the mission and why they'…”

“The business intelligence landscape was a total greenfield opportunity in the SMB world.”

“So we pivoted from the enterprise to a cloud-based world. We changed our pricing so that we weren't selling something that was You know, 20 to 50 K annually, we started pricing it at 20 dollars per month per user.”

“So yes, I think we probably had about a hundred customers. They were big brand name customers, but I think we were right in that middle ground of, or not sure. Yes, we had customers. So it wasn't a total disaster. We were selling product and we were having mea…”

“I'm not a believer that money can solve product market fit. I believe that that's something that comes from sort of the early founding team listening and really, really listening, you know, and doing things that you can't necessarily do with money. I think mon…”

“As an early stage or product market fit company, I think that's the best practice is for your leadership team to spend time with your early customers, but you're going to get a false sense of churn from that cohort. That cohort is often so wowed by the fact th…”

“I think in the first year we had something like, you know I don't know what it was, but just shy of a hundred customers. I think at the end of the year too, we had 350 customers. Then we had 1100 customers.”

“We've got the fortune of working with lots and lots of small and mid-sized businesses thousands of them, 8500 of them around the world who really use Clifolo to monitor all the things that matter inside of their business.”

“So in January, we announced a twelve million dollar raise. That was actually an inside round from our existing investors.”

“What always happens first is you get a call from usually somebody in product. So product management reaches out and, you know, they say something like, hey, we're interested in learning more about your tech and, you know, potentially we're interested in a part…”

“We've never gotten to any sort of formal discussion where there's actually an offer on the table. We've had a lot of the, you know, the phone has been ringing, but we really haven't moved it forward just because we're not in a position where we're interested i…”

“Customers come in at roughly 70 dollars. That's kind of their first the first bundle that they buy on average. And then over a course of about 12 months, they move up to about a 115 dollars.”

“So 35% of our revenue comes through the partner channel, which is really awesome and healthy.”

“Oh, we're doing about in between five and six. Probably close to six right now.”

“So we've upped it to about a 120,000 per month.”

“So CAC is still around 700 dollars, 700 or 800 dollars. So we're still running very, very efficiently. So LW to CAC is still relatively healthy, although that's come down a little bit as well as we spend more on advertising. Sure. And then our CAC payback peri…”

“So in fall, we went out to market and we came home with a twelve million dollar series B raise.”

“7000. That's right. And that's about it. That's about a two X every year so far.”

“Yes, we have.”

“We're shooting for another two X and we feel very confident. Yep. That's right. So that is, that's the target that we're trying to hit.”

“Yeah, exactly. So CAC is still around 700 dollars.”

“So the 23 is right. The 34 was always more like 23 months.”

“And then from the marketing side, we're actually not going to be pouring a lot of money into paid advertising. We're actually going to put a lot of effort into the content strategy, and we've had tons and tons of luck, and we know other small and mid-sized Foc…”

“I got a call from one of our insiders. This is from Omer's Ventures in Toronto, and Omer's is a huge fund as well. Really good guys. And they said, okay, we like your business. Let's make this, you know, short and simple. What would you say if we did an inside…”

“So, so the lowball was, I think it was somewhere in the neighborhood of four to five, I think it was closer to five, five times ARR multiple.”

“Yeah, we got, you know, in that sort of six, seven, eight percent or times multiple.”

“The other thing that was super cool and they did the same thing, and this is pretty rare, but again, it sort of speaks to the trust and the type of investors there was an anti-dilution clause that expires after two years.”

“About 70 to 80 dollars on a monthly basis, so we're talking about a pretty inexpensive, a credit card type type user purchasing model.”

“No, well, it's a hundred percent inside sales, so we don't have an outbound sales.”

“So we've got about seven, 7000 as of today.”

“We launched it actually in 2001. And we launched it as a consumer dashboard that was super popular, but it wasn't making us any revenue. So long story, sad story, we sort of slogged it out for a great many, many years. And then in 2012, we launched the cloud v…”

“By the end of 2012, we had 350 customers and we were thrilled. By the end of the next year, by end of 20 13, we had 1100 customers.”

“So we did a small seed round, a 1.7 million dollar seed round at the beginning of 2014. We did our series a at the beginning of 2015. So that was a 6.2 million dollar round.”

“I think it's definitely it's definitely the first one.”

“There is no dashboard right now that is the number one or the leader in the SMB.”

“DashRu, along with a couple of other folks, are what we would consider widget engines. So there's not a lot of depth to those kind of offerings. You know, with Clifolio, with our offering, you can actually calculate and mash together your own metrics. And I th…”

“I think the other one that is probably doing the most interesting stuff is probably Microsoft's Power BI product. I think they're probably our most formidable or most close competitor.”

“So we're hitting around a logo churn and a gross monthly churn. It's about the same metric that is in between maybe three percent at the best per month, you know, to maybe three and three quarters on a monthly basis.”

“So the fact that we're growing at over two X, I think is an important sort of metric to look at as well.”

“And if I take a look at my cap payback period, which is about eight to 10 months, or if I take a look at my LTV to cap ratio, like the lifetime value to cap, Ratio. It's healthy as well. It's about a four.”