Capillary Technologies

“Out of the seven 30 employees, about a 130 have spent more than 10 years with us, right? So it's like, if you compare that to Bangalore, you know, I think we are like five X better in terms of retention. Our monthly churn is one percent. One percent of our tea…”

“All our India revenue still comes straight to India. All the global revenues, ah, hit a Singapore subsidiary, which is a hundred percent owned by the India subsidiary, and that enabled you to go public, ah, in India.”

“So today about 55% of revenue comes from the US, about 17, 18 comes from Europe, 26 something comes from Asia.”

“US on the other hand is, can you discover what the pain point of that individual is? US is a very consultative sales model. So, unless I have a pain point, even if you're coming to me and saying, you know, you will make three X the margins or five X the margin…”

“We've gone from, I don't know, zero to, Sixty million in US revenues in about four years.”

“I do firmly believe that India will have many more listed product companies kind of what happened with IT services in the last 20 years, right? Well, there was the big three, four that listed early, you know, you've had like the persistence, the KPITs, the cof…”

“I now strongly believe that strategy is something you do once and two, three years. Because you have to let it play.”

“We've had like, 50 plus companies, ah, I don't know, probably more actually.”

“So what I realized is your best people will burn out. They will not leave for comp or for some of those other reasons, right?”

“Half our acquisitions, half our growth comes from M&A, half our growth comes from organically winning.”

“So we spent like four, five, six million dollars in the US, and we got to a 50,000 dollar ARR.”

“I do believe that if you're getting someone new into the business, micromanage for the first three, six months because context is the thing in a startup, right? Because your documentation is not great. Your processes are not great, et cetera.”

“We do a lot of work now on trying to be, if you search on loyalty in, in a ChatGPT or a Gemini, We want to come up there saying, look it may not be about saying I want to buy software, but you talk about something. I want to say, look, okay, here and it, by th…”

“Without that, we wouldn't have gone from that Fifteen million to whatever, a hundred and fifteen million run rate now in like, you know, I'd say a four or five year timeframe, right?”

“All our lead funnel now is either inbound or partner-led. You know, I've rarely seen like pure outbound work in the US. You know, so it's just a, I think a, while in Asia you see a lot of outbound work pretty nicely.”

“Money is not, is never the rate determining factor of how fast you can hire. It's actually how fast you can onboard.”

“More than 55, 60% of our revenue today, is partner or analyst influenced?”

“March 27th, we basically let go, like, a third of the team. And we then focused all our efforts on getting them placed everywhere. So, two-twenty out of the two-fifty were, had jobs by, you know, April 28th.”

“So, at the end of those two years, sometime in, I would say, early 2015 or end of 20 14 I actually overnight said, I'm basically removing one full layer of leadership. And we just got like different people up.”

“Yeah, I'd say actually 25%. And we now have data to prove that. So unless you, ah, usually when people leave us, ah, they get a 80, 90% hike.”

“In the capillary stack, you know, like our customer success team is roughly, you know, on an average, we have 115, ah, customers today and a 150 people in customer success, right?”

“A third of our hiring comes from people joining us back.”