Agiloft

“The average customer is paying us, you know, in the order of a thousand dollars per month. Okay. The average deal size is about 45,000 dollars. A year? No, for the initial implementation plus the first year of service.”

“Well, actually, we've accumulated several million dollars in, in cash.”

“It varies but typically something in the order of 30 to 50,000 dollars a month.”

“And I'll just say we're a fair way beyond five million or, you know, seven digits. We're into eight digits.”

“We've been increasing revenue at 30 to 40% per year for the past seven years.”

“Lifetime value for us is typically in excess of 10 years.”

“We see enterprise software as being more like a marathon than a sprint. And we're making decisions based upon where we need to be and where our customers need to be five, 10 years from now.”

“In terms of companies, we have something north of a thousand in terms of users, well into the millions. 2.5, well, between 2.5 and three million at this point.”

“So we're spending, we're deliberately spending less on sale, on marketing and sales than we could. Because if we were to spend significantly more, we wouldn't be able to meet demand. We wouldn't be able to provide the implementation services to get, to make th…”

“So the lifetime value is typically in the order of half a million to a million dollars.”

“And fight for a VC five years from initial investment to halloworld, not an IPO, but the first product built on the platform is way too long. And of course the VCs are calling us now that we've developed it, but they tend to have a very short timeframe.”

“Chevron needs to comply with the Sarbanes-Oxley requirements. That, in turn, requires auditability. It requires a mechanism for tracking how Chevron, how each individual in the company is addressing those requirements. Again, manage through Agiloft.”

“It's an enterprise secure version of a living contract. DocuSign's just a signature part.”

“In terms of customers, it's about 94%. In terms of logo retention or revenue retention? Logo retention. Okay. In terms of revenue retention, it's over a hundred percent. Yeah. The existing customers purchase more than enough seats to make off from the makeup, …”

“And it's much, much harder to grow in that market than a relatively greenfield market like CLM. It was when we made the transition to focus on CLM to put core development expertise into building the CLM platform that growth really began to accelerate.”

“If you bootstrap an organization, you have to develop some working capital, and we develop that by providing consultancy services. We then use that money to fund development of our first product, and then use the money from that product to fund development of …”

“Negotiating and agreeing upon one of these contracts can well cost well in excess of a 100,000 dollars in attorney fees.”

“We don't disclose that information but it is, it's, let's say it's significant ranges from a million plus at the high end down to a few thousand at the low end.”

“Well, I didn't keep, to be clear, I didn't keep more than 50% of the stock. I'm the largest shareholder.”

“Growth over the past year in terms of new sales has been more than 50% and the prior year was about 40%. [301] Nathan Latka: Okay. [301] Nathan Latka: Now, when you say year over year, 50% growth in new sales, is, do you consider upselling a current customer …”

“It was more than a 10 X multiple.”

“Every employee gets some piece of equity. And, you know, when we had the investment from FDV millions of dollars went to existing employees, as well as, of course, a fair chunk to myself.”

“And if I had to do it again, maybe I'd raise capital at the beginning.”

“We had a round of funding from FTV about a year ago. Until then, we had no funding at all. It had grown purely through bootstrapping and actually achieved number one ranking in the Gartner Magic Quadrant, at least in the enterprise critical enterprise capabili…”

“The initial option pool was about 10%... We more than doubled the equity pool.”