AntUSA

“We became software as a service really over the last three or four years.”

“I had a co-owner and I bought her out, you know, about 15 years ago.”

“No, we price per seat, and it's usually a small number of very high value users, and you know, the ROI on our product can be as high as a hundred X, not a hundred percent.”

“Yeah, well, about 200 a month right now.”

“No, no, no. That's not the way it works. I'm keeping a buyout. 600 grand in cash.”

“Seven, well, six, six are engineers, and seven are QA, and there's myself and a couple of customer success people.”

“No, it's five, 600 grand.”

“I built it for Resilience to a large extent, rather than for growth. Right? And, you know, when you do this for years, you learn a few lessons. One is that everybody dies. I don't mean personally. I mean, every business dies. There was the year 2000 when nobod…”

“Let's say three grand a month and then we charge something like 30 to 50,000 dollars to stand them up. Basically that integration, you know, services.”

“I think probably 85% of our of our revenue is recurring services, recurring billing, and my goal is...”

“No, it was a 150 right now.”

“We have basically retail chain customers, you know, the better known ones might be like Puma or Zoomies, but they're, you know, there are, you know, lots of smaller ones.”

“I have about 80 customers on the you know, 80, 80 enterprise customers.”

“My ideal exit is to leave as much money as possible to my progeny to give them an unfair advantage in life, and to teach them what to do with it.”