Kyle Racki

“We were losing deals because we didn't have single sign-on. And, you know, every, you'd go into JIRA, and you'd find this ticket a mile long with all these comments of, like, why it's so hard, and we can't do it, and there's too much technical debt. And he jus…”

“And then in twenty-twenty-three we, you know, we went from burning millions to actually being profitable. Mind you, not by very much. About 58 K in profit.”

“My VP of product quit, my VP of marketing quit. I didn't replace them. I just got in and started running product and marketing again just like in the early days.”

“January 22 is when I had to cut a quarter of our staff and announce that”

“Actually in twenty-twenty-one, I brought on a COO and CFO, Kathy who's, who's really amazing, and she kind of looked at what we were doing. We had this, you know, huge burn rate. She looked at the growth, and she's like, you're running off a cliff. Like, you'r…”

“Around 2018, my co-founder and I first close our first round of actual, you know, major investment capital. We take we take a million each in secondaries, you know, put three million on the balance sheet.”

“The SaaS market kind of crashed in twenty-twenty-two. Investors and acquirers started getting nervous, and suddenly I had this, you know, what was this big list of potential acquirers all pull out, not get a single LOI from anyone.”

“Our rate of growth had been declining year after year, and when the SaaS market changed around twenty-twenty-two is when we actually started to decline for the first time really since we found product market fit”

“I'd say we're, depending on the month, we're around the breakeven mark. Some months we're cashflow positive. You know, other, other times we essentially have the same amount in the bank that we did when we raised the money.”

“So essentially the whole company is aligned around this higher touch segment. We don't, you know, we don't break out engineering teams or product teams to say, well, you guys go after the low segment and you go after the high one. Everybody is building for the…”

“What it looks like now moving into 20, 21 is like, As opposed to resetting the commissions and the quotas every month, it's more of looking at annual targets and then accelerators once they surpass the sort of baseline target for the year. So essentially every…”

“We had raised the first time we had raised the round. We kind of did the classic mistake where you know, you go and hire a VP of sales with big company experience. They go and hire, you know, 10, 20 reps very quickly. Without much of our go to market or our po…”

“I think for us, we feel like VC money will change a bit of the culture. It has to. So, where we're profitable, and we're still growing, I think we want to just keep, keep doing it organically for now, and not try to jump on the VC train.”

“Last year's revenue was about 551,000 dollars.”

“Because I think, especially when you raise money, you need to be reasonably comfortable. You know, you can't work on a product and hustle if you're worrying about how to pay your mortgage.”

“Oh yeah. We're close to one a 150 K MRR.”

“We're getting close to about 3200.”

“The average customer pays about 40, 50 dollars a month, but we have prices ranging from 25 dollars a month all the way up to about 250 dollars a month.”