Goldcast

“So in that year, we did all of these changes, and we grew only from eight, Million to about 11.5 million.”

“And then we ended that year at about 2.2 million... 2021. 2021. So zero to 2.3 million in the first year.”

“And so around 2024, like end of first quarter, we made a decision to lay off about 20, 25 people.”

“And I said, Hey, it's just the founders who are going to define it. It's not going to be a discussion because a company is kind of built in the image of the founders.”

“There was the last big round in all of BtoB MarTech in that year. Honestly, there was no other... I think after that... I think the biggest, it was so bad for my tech for the next two years that I think the biggest round after that or noteworthy round after th…”

“Our highest ACV before the acquisition was about 320 ish K.”

“So Exonius paid us just 5000 dollars for that event. That's it. And it wasn't a recurring contract. It was just that event.”

“At the time when we thought of the idea, there were maybe just three startups at the time. Ameet was one of them. Run the World was a startup just started here in GSP, and Hopin was there, and they had some kind of, like, a beta product at the time. So very ea…”

“Sub-hundred K ARR, yeah, because drift was 50 and then everything was just like five, 10, 15 here and there. We went from there to a million ARR within four or five months because we just got a flurry of inbound.”

“We are growing fast, and we went from eleven-ish million to 16.5 million within six months.”

“We realized that retention for us is, is like falls off the cliff at 500 employee mark. So we knew, we dissected the business in three verticals. There's a SMB, which is less than 500 employees, and we shifted the entire go-to-market operations of that front t…”

“At every point when we did our analysis of where we are getting pipeline from, about 50% or more of that pipeline came from word of mouth.”

“The likes of Adobe, Microsoft, those companies, right? Those two They don't move as much until it's like a billion in enterprise value, right? Because it's just too small for them. So players like us are not attractive to them in general.”

“We were, I think in this fundraise, I talked to the most funds, about 80, 85 funds.”

“So for instance, like a lot of early employees, about a 110, under 20, we gave them a 10 year resting or 10 year exercise period. So a lot of folks who had either been let go during the layoffs or had left the company before, they also ended up making a good a…”

“Events is not a horizontal business, right? Every type of event is different. So you guys should focus on one vertical.”

“As founders, we own 30% total. 60% was investors, and 10% was employees.”

“Goldcast got acquired for three hundred million dollars by the event.”

“So we ended up bringing another institutional investor and then a bunch of angels to end up raising about one point, slightly south of 1.5 million at a five million valuation.”

“So we went from two point C to about four point Three million. By the end of that year. So, 2.2 to 4.4. So roughly about a hundred percent growth.”

“They put seven and a half in that round... At thirty eight million post money. In that round, we raised about 10, so they put in seven and a half, then our ProRata investors put in some money. We brought in a bunch of angels in that round, and those were, like…”

“We spoke with them on Tuesday, got the term sheet on Thursday.”

“Those, so ACV in that segment was about 17, 18 K. Okay. And we actually said we don't want to increase ACV in this segment. We just want to focus on retention and CAC, make the CAC lower. Then the second segment was mid-market, which was 500 to 2000 employees,…”

“Start of 25, we had about fifteen million left. One five.”

“And at that, in this, in that year also, we grew from 4.4 to about eight million, which wasn't a lot of growth insane.”

“Westridge, that was a twenty-eight million round in which Westridge invested 23 at one 18, one eight. And then five was unusual. It's pro data.”

“And I think there's a natural advantage to doing that because you build enough, you build concentrated social proof. So similar customers, when they look at your logos, they get comfort. And you're able to build those last mile things that, that really matter …”

“Like, in this market, people were churning about, like, five percent a month at the time. Our retention was Still bad, I would say, but it was still in the seventies gross retention.”

“I think if I were to change one thing, I would have done that layoff a lot sooner and gone harder on AI a lot sooner. We build a good product, but I think we could have moved a lot faster.”

“About nineteen million.”

“Just after the acquisition, we closed another customer in the payroll space paychecks. Paychex was about, I would say, it was a three-year deal totaling about 1.2 million in TCV, so 400 K.”

“I think the price in that That probably put it up by another 25%.”

“We are just about to close a million dollar ARR customer, but I, it was, it will happen in a month.”