UserZoom

“About half of that has been in SaaS. Couple of big companies, Medallia, Google, and in addition to helping users who scale to a hundred million ARR, which we're nearly there I've also advised and mentored some very early stage start-ups, which was a huge ton o…”

“We raised a thirty four million dollar round in 2015. Then we raised a hundred million dollar round in 2020, right in the middle of the pandemic. And then about a month ago, we closed a deal, a strategic investment a strategic growth investment with Toma Bravo…”

“So, you may have heard this before, but we think this is still really, really important to think about, and it's to define one persona until you scale. And as a CMO, I just love to hear a founder give this advice, because it means that a marketer and the produ…”

“Luckily, Alfonso decided to take the UX researcher persona, which was the PayPal option, and, you know, built, I believe, 79 of those features, and that enabled the team to go and sell the same proposition to people like Google, Facebook, Amazon, eBay.”

“So therefore, they were happy to pay us, you know, 50,000 or 30,000, I think is where we started, 40,000 a year, which we thought was quite a bit.”

“In our case, we waited for seven years, guys, and I can tell you know, honestly, you know, we were past the ten million dollar mark, And we had only raised, I think 1,000,001 and a half million, more or less, between, again, friends, family, and fools, bank lo…”

“Once we passed the ten million dollar mark, VCs were pitching to us. It was incredible. You guys are past ten million dollars in a growing market, and your EBITDA positive, they were pitching to us. I was, I'm not lying if I tell you that I was able to raise, …”

“I would actually invest in product user experience, design, and, ah, and delivering a great user experience even before I invest in sales, before I invest in marketing.”

“Doing things simple when you're already at a hundred million, trust me, is a lot harder than doing it at the beginning. So my lesson, I guess, in this case is I wish I had done this earlier. I really wish I had done product marketing a little earlier, would ha…”

“Honestly, I think that if I could go back and do it again, the lesson I learned is that I, we could have raised maybe three to four years in, rather than seven years in. Because the problem with not raising is that you potentially miss opportunities, right?”

“We didn't worry about valuation in all three rounds, to be honest with you. You know, we didn't pick the partner or the, in this case, the private equity that gave us the highest valuation.”

“You know, we got to know the Toma Bravo guys for about four years before we eventually, you know, decided to partner up.”

“So I think what we're seeing is that over time, we're going to see convergence. We're going to see you know, that you're not going to have separate teams working on separate things. But everything is going to be about the experience that end users have.”

“Based on what I knew and the fact that a hot jar was much more focused on SMB, you know, I think they probably were somewhere in the 10 to twenty million is my guess.”

“No, no, because Hotjar, again, is analytics. Hotjar would be the basic tool that you need to understand what's happening with your website, right? So you know, you have Google Analytics, you have Pendo, you have Hotjar doing some things and some behavior with …”

“We're looking at clearly surpassing the eighty million dollar run rate because we grew when we spoke to you, we were growing at almost like, I would say 45%, 40 to 45. We're now growing at 55.”

“I think we will be, actually, we will be over a hundred million by QI. I'd be surprised if we don't do that.”

“We want to go public next year, by the way. So that's our target, right?”

“Our NRR, for instance, I think the last time we spoke was one 20, we're looking at one 25 right now.”

“I think we're at 1.4. Somewhere around that.”

“We actually have more cash than we need or that, not that we need, but we, that we expected you know, and we are, we foresee not needing any additional rounds.”

“The two founders, for instance, you know, together, you know, almost 10%.”

“The management, yeah, the two investors together own close to about 65%, and then the rest of the top management team and employees.”

“All of these guys right now, all of these vendors, all of these solutions are, you know, kind of separated, and there's a little, there's little categories for each, but what's happening in the market, and I can see it, you know, happening is that there's goin…”

“We're looking at clearly surpassing the eighty million dollar run rate. Cause we grew when we spoke to you, we were growing at almost like, I would say 45%, 40 to 45. We're now growing at 55.”

“I think we will be actually, we will be over a hundred million by Q one is what we're anticipating. Yeah. That would be, I would be surprised if we don't do that.”

“We want to go public next year, by the way. So that's our target, right?”

“Our NRR, for instance, I think the last time we spoke was one 20, we're looking at one 25 right now.”

“I think we're at 1.4 million or so, somewhere around that.”

“We actually have more cash than we need, or that not that we need, but we, that we expected you know, and we are, we foresee not meeting any additional rounds.”

“I mean, the two founders, for instance, you know, together, you know, almost 10%.”

“The management, yeah, the two investors together own close to about 65%, and then the rest is the top management team and employees.”

“One of the reasons I always say we were successful is because instead of just jumping in to a SAS model and building an MVP and, you know, trying to finance that, we actually, it was a very, very tough time for about two to three years to keep both businesses …”

“About a thousand.”

“It is true that those customers that use us for both product or they license our product and use us for professional services actually have the highest retention and the highest net retention.”

“It's only about 20% of our revenue is coming from, you know, other than license, other than product subscription.”

“Well, I mean, back in the day for us, it was like a 20 to 25%, but right now in user zoom, we're sitting at close to 30%.”

“Most of the customers in the enterprise are somewhere in the hundred to 150,000 a year and growing by the way.”

“Right now, I think if you look at overall business, it's sitting somewhere in the 80,000 or so per year.”

“More closer to 120. Yeah, we're around 220. Depends on the cohort, once again, Nathan, if you look at some cohorts, the enterprise, some of them are around one 31 35. The very large ones. And then the others are lower, right? So overall total is about a 120 ri…”

“And then we got the company all the way to about twelve million in revenue, fifteen million in bookings. Well, it's 2015. The first few years Nathan, I mean, after the crisis and trying to figure out the product market, I mean, the first three years really wer…”

“This is approximately about fifty million. The idea there was that, you know yes. No, no. Post. We did a majority.”

“I want to say about 70% of it. I don't remember right now. It was a good chunk.”

“We're actually in a run rate of eighty million.”

“We did about 50, almost 52 last year”

“No, I don't, I think we'll get there pretty soon. I'm very confident, and it's very exciting, of course, but no, we're not there yet.”

“We actually closed around December 20, 20 it was about a hundred million.”

“Gross revenue is somewhere in the gross retention is somewhere in the 86.”