Cleeng

“One of the investors, the one that came in actually in 18 we are facing a few challenges in in 19, and they tell us, look guys we'd like to do an exit at the time where we started to spend like crazy.”

“How COVID actually saved us. So in the early days of COVID, we were very scared, but actually it turned out to be more of a positive.”

“I'm still owning 22% of the organization. With the rest of the founders and the friends and family, we were close to 50%, and we are close to 50% today.”

“I don't want anymore to rely on investors because it creates the wrong behavior as you build your organization.”

“How the fundraising almost killed us. That's literally what happened at that moment. We raised money. We were super happy, but actually it turned out not to be the best best choice in our life.”

“Actually, we have an offer on the table to acquire the company for fourteen million euros.”

“Our largest client is actually the NFL in the US.”

“By becoming customer centric, we are moving, to my liking at least, way too much as a solution integrator, system integrator type of company.”

“Large part of the reorganization on pricing is when we signed the Looker, when we signed the Salesforce. You know, you really go deep as a CEO to understand, okay, but why Salesforce is building like this? Why Looker is building like this? Why AWS is being lik…”

“We manage about thirty-five million accounts, half a billion in gross billing, so we became quite, ah, sizable nowadays.”

“So even though we work still on a pair user basis, since we go after clients with potentially millions of users, you end up with an AR of a million or more with certain clients.”

“From a net dollar retention. We are a 120, 130%.”

“So very important to I think resist the temptation of a form of bureaucratic model as you grow, and again, hundred employees, not like Microsoft size, but it already starts to wait on, on our capacity to decide effectively.”