ShipIt

“Obviously I had to do some discounts, but I went down from 1000 customers to probably 800, and I had a churn of probably like seven percent revenue.”

“And actually my take rate went from probably 1819 to a nice juicy 26%, which is almost a 40% increase.”

“Probably around 49%.”

“Since the changes, I went from -200 K to a positive 40 K per month.”

“I went to my investors and I was like, Hey guys, we have a problem. We don't have a term sheet anymore. But I made out a plan. I need 600 K to do all the changes I need. I need to close Mexico operation. I need to fire people, pay their money. So I need that a…”

“And I had to decrease the team from one 10 to 25 guys.”

“At the time being, I'd say, like, we have a two million dollar debt.”

“We were raising ten million at the 13 pre-money valuation, and out of those 10,000,005 were for, like working capital and five were for to purchase a Mexican company.”

“We had a term sheet signed with two VCs, and they withdrew the term sheet.”

“And probably as an EBITDA, like bottom line, like you say, it's going to be like 500 thousand.”

“Twenty-nineteen, we're selling 2.5 million. Twenty-twenty, we sold ten million. Twenty-twenty-one, we sold like, almost thirteen million. And twenty-twenty-two, we sold- One, three? Yeah, 13. And then 20, 22, we sold six million.”

“Chilean laws and actually like South American laws are very like employer, sorry, employee focused. So it's actually very, very hard to have them in your payroll. Like it's going to be expensive.”

“At the beginning, there were like full-time employees for us, but then we had them change to a, like, company contractors, right?”