Evernote

“Let's say more than a hundred, less than 200.”

“It was about a hundred million dollars. David Senra: Say that number again? Luca Ferrari: Two hundred million. David Senra: 200, ok. Luca Ferrari: More or less. David Senra: About, ok. Luca Ferrari: Two or three, something like that.”

“And by the way, today Evernote, we run it with about 20 people.”

“So it was roughly 350 team members. We made it substantially smaller. I think a year and a half after the acquisition closed, we were more around 50 to 60 team members.”

“David Senra: So wait, they were doing a hundred million in revenue, right? Luca Ferrari: A little less, like 90. David Senra: 90? Were they making any money or no? Luca Ferrari: I would say roughly break even. David Senra: Ok. Luca Ferrari: Roughly break even.…”

“If you look at the, it's difficult to precisely quantify innovation, but if you look at the timeline of, say, product improvements, features, before we acquired it in the, say, two, three years before and after, it's night and day. I feel very comfortable sayi…”

“I would rather have an Evernote that generates more revenue, more cash flow, so that it's more accretive to the bigger betting spoons, and we can go after bigger acquisitions and thrive.”

“Evernote in 20, 23, early 23, we had a team, a task force of Spooners, these people from the core team, you know, we've been talking about probably about 50 people who joined Evernote and really drove that transformation, rewriting the code base, re-architecte…”