Bamboo

“If you're good accustomed, take a choice. It's, and it's extreme either say no and don't do it and stick to your product. Or say yes, but charge masses, like multi-million, five million for the customization.”

“I actually tell founders today, implementation revenue is not money. It's not zero. It's worse than zero.”

“Before we delivered that, we then landed Thompson Reuters, you know, Thompson Reuters, the data provider. So we landed them and then we landed Standard Chartered within the first year.”

“We had a quarter of a million end users. The Malaysian bank I mentioned, fantastic, went live or, you know, they had. 200,000 users on it. Standard Chartered went live, Franklin Templeton a lot.”

“He published it. It got half a million views on LinkedIn. I got 1200 DMS.”

“And then about a year in Malaysia's biggest bank offered us a seven figure deal. To build something that wasn't, you know, it was wealth management, but it wasn't exactly what we did, but what are you going to do?”

“We had to wind it down. We had to liquidate it. And we had nine buyers for our technology. We sold it nine times or a, quite a few of our clients brought it some new parties, like receivership sort of thing.”

“We had a big dilution. We basically were given a year to be profitable. The investor said, look, we'll, we'll dig you out of this hole. We'll give you enough to get through it.”

“Because right at the end, Pablo, we had this Ready to go robo-advisor for, like, 500 dollars a month for any advisor to launch. So any financial advisor in America could launch their own robo-advisor on a multi-tenant robo, like a Betterman clone, a very simpl…”

“One and a half was ARR, two was rep. So really, you know, but you know, for Asian companies, there still weren't many Asian fintechs doing even seven figures of any revenue, but it was early 22.”

“Of the billions of dollars of AUM, a lot of it lives on. All those customers live on our product.”

“At a startup, none of us earned over a hundred K, not one in our entire team. So in Asia, you know, back certainly in 2016, 1718 in Singapore, and developers three K, four K a month. So 4050 a year at the most in India is 20 K, you know, so it's not the same.”

“We cut 70% of the staff. We cut all of our marketing came out of our office. Still kept quite a, you know, told a few, you know, some of the customers that was not working, we had to let them know that we weren't going to continue.”

“We got to a few billion of AUM, we got that, but you know, it doesn't take many that you know, we had some clients three years in, it's not live”

“The middle road is what kills you. The middle road of taking a hundred K, 200 K for customization that takes six months. You end up losing gross margin to get this magical ARR that every VC wants.”

“If you're paying us a million dollars to build this for you, what's your marketing budget for it? We didn't ask that question. We should have said, do you have a marketing budget? And in reality, if they say, no, we don't, we're just going to see what happens.…”

“Pablo, we won 28 startup awards and people used to be like, you guys are amazing. What they didn't know, Pablo. I entered over 300. I just didn't put on my website the 272. I didn't.”

“And within a few months, I got a 400,000 dollar deal. From? Asset manager to build them a robo.”

“If you are not clear on what you want to build, when it comes to the push and shove of who's paying for that extra feature, it ain't the institution, it's the startup. Not because the institution's big and bad, it's that their budget's been locked down for the…”

“I'm a huge believer. You speak to everybody. There's none of this mass email. You speak to every single person one by one.”

“The single reason is that our product kept getting customized for every customer.”