Procurement Express

“Now we have about 300 customers all around the world, half in the States, half everywhere else, and we handle about three billion dollars in spend for those customers each year, and that's what we do.”

“Yeah, we did take an angel round actually, so we have like a five angel investors, yeah, in 2016, and but we have about 25 people, and we're in and around a two million ARR in revenue mark”

“New customers to come on September, we do our price increase. We normally say exactly that. It's like between five and 10%. Last year it was eight percent.”

“We do have a bump in churn after we do this, for sure. It does exist, but it's always the people who were just never onboarded in the first place.”

“If you're just increasing your prices and you're not thinking about it, at a certain point, you change the nature of your customers. So you might go from prosumer to mid-market, you suddenly might go from mid-market to enterprise, and then that changes how you…”

“If I was to start our product today, there's no way we would have enough money to compete with the other people like ourselves in the market, because the ACVs have become high enough to support more expensive marketing channels. They've pushed up Capterra, pus…”

“Increasing the prices also pushes your team say, Hey, listen, I've got to write this email next year, a better price increase. So Let's think about that. What's going to be a no brainer when I write the email about, hey, they're charging us extra two bucks a u…”

“I will say that, you know, price has become more of an issue. I think we've all seen that anecdotally and also in terms of Purchasing volumes has gone down. An average dollar sale in the system has gone down. Now all on aggregated data is BS. So maybe I could,…”

“When we do a price increase, it's always some variation of this, which is, you know, What we're going to do for you in 2023 and our lowest price increase ever. So I'm not hiding the fact that we're doing a price increase. I personally love that line because it…”

“We came here because we've always been You know digital nomads, if you like, for the last 1015 years, and when it came to settle down, we just wanted to be near, near, near family, and, but kind of had a world-class business, even from a small town like this, …”

“Between one and fifty million in turnovers or typical customer.”

“They're all paying. So they pre, we charged them like a couple of grand each. Say, if we build this, will you buy it? You know, and they gave us the money, a down payment that gave us enough confidence just to say, okay.”

“Big customer early on called Holloman Corporation based out in Texas. They cut us a check for 20 grand, which I didn't believe was even possible at the time.”

“We've about doubled in the last year.”

“It's one in 20. That's what we do.”

“We have a quite extensive partner network, and we do pay up to 30, 40% kickback, depending on, but that's a kind of, we look at that differently.”

“So what we're talking about is total number of customers to churn divided by our total number of customers is one to two percent.”

“No, of course not, but I think Intuit are a great example of the type of, you know, they're a great example of types company that, like us, that serve SMBs, kind of look up to, you know, for sure, because of their partner strategy, you know, they've grown most…”