Cognism

“Totally was about five million.”

“Yeah, it's every month for 12, for 12 months.”

“I say, like, in general, it's around about 14 months.”

“Actually only right now at the moment, it's only about 200 K per month that we're burning.”

“Like for Meltastic, for instance, our net retention ratio is, you know over a 110%.”

“I think that'll be our next round.”

“In terms of the actual BDMs or we, I guess you call account executives they have like a minimum target of around about 8000 dollars of quota that they're meant to be bringing in per month.”

“That was at the end of 2019, we were seven million, and now we've just gone over ten million.”

“So our net retention our net retention is around 85% right now, and it's moving towards it, 90%.”

“So this month we did about 750 K of net new business.”

“Yeah, I asked that to be corrected. There's like a double count there.”

“We've raised in total about twenty three million from a mix of European and U S investors.”

“We should finish this year at 11.5, and then next year, you know, I'm certain with the kind of metrics that we've got that we'll get, but we'll be at 20 at the end of next year.”

“Typically like we're paying about you know, 500 euros per person like an average for, you know, so that's kind of the average price I'd have to. Yeah. Per month.”

“We grew in, in 2019 from like two to seven million.”

“Like our ACV right now is about 14,000 per year.”

“All of them hit quota.”

“In total you know, I believe like in total it was around about four million. I think it was about four million.”

“Totally it was about five million.”

“Oh in terms of expense, I mean, I would say it's not, I mean, typically like we're paying about you know, 500 euros per person like an average for, you know, so that's kind of the average. Price. I'd have to per month.”

“I mean, what, cause in the, like for Meltastic, for instance, our net retention ratio is, you know over a 110%.”

“Actually only right now at the moment, it's only about 200 K per month that we're burning.”

“We were seven million and now we've just gone over ten million.”

“So, you know, we grew in, in 2019 from like two to seven million.”

“It's every month for 12 for 12 months.”

“I would, so I would say like carry a quote, carrying quota. I would say that's around about 12 right now.”

“I asked that to be corrected. Yeah. There's like a double count there.”

“And we should finish this year at 11.5, and then next year, you know, I'm certain with the kind of metrics that we've got that we'll get, but we'll be at 20 at the end of next year.”

“We've raised in total about twenty three million from a mix of European and U S investors.”

“So our net retention our net retention is around 85% right now, and it's moving towards it, 90%.”

“So this month we did about 750 K of net new business.”

“In total, we're a 179 people.”

“In terms of the actual BDMs or we, I guess you call account executives they have like a minimum target of around about 8000 dollars of quota that they're meant to be bringing in per month.”

“In total like our ACV right now is about 14,000 per year.”

“We have like 15 coders, and we have 24 with DevOps, which includes QA as well. Like, 24 with DevOps and QA.”

“All of them hit quota.”

“In total you know, I believe like in total it was around about four million. I think it was about four million.”

“It's very, when we, when I looked at it was cheaper than having higher say in India.”

“I mean, yeah that would be I say like in general, it's around about 14 months.”

“Churn, I guess, like, customers that we had that were in the recruitment and the event space in particular got really heavily hit.”

“We have a lot of marketing staff in South Africa, which has been a great location for hiring in terms of marketing content.”

“Where when we were actually acquiring those kind of micro and SMB businesses at 15 K packages, we really had very poor retention of them. And what we saw when we looked into Casper was for that same type of audience they had on annual contracts, they had about…”

“One of those people was Phil Garlick, who is Head of Corporate Development at ZoomInfo, and Phil Garlick really helps us to do the transactions and to do the acquisitions, and particularly Casper, that saved me at least a million dollars in fees from bankers, …”

“Right now, actually, we're in end of August, we're at thirty-seven million AER.”

“Our key lesson here was we tried to outsource this. I, you know, initially tried to outsource this. Before building a team and really didn't get much success, you know, using agencies. And recently, again, we tried to outsource this to try and get cost efficie…”

“Casper was a French company. There's a lot of negative noise about France as a country to do business in. So far we're having a very good experience. Here we did have one problem around tax on the, on equity. So, so it was actually more tax efficient to do a p…”

“Our revenue growth has really been a mix of probably about 50% from marketing and 50% from our outbound sales team, and I'll talk more about that as we go through the talk.”

“What we've found is that when we've actually had developers that are just work from home, that they're not, they're far less sticky.”

“Now we're actually building a new office in Tunisia where the actual average cost of the engineers is around 16 K.”

“Currently we're about 260 K of value of from our organic traffic, that's about twice the value, you know, using, you know, tools like Ahrefs, it's about twice the value of our nearest competitor.”

“I put ourselves in the zoom info, communism, clear bit mostly in that category. I think that's more, more closer, more to marketing and sales instead of instead of like venture capitals and financial people.”

“They've got thirty four million in ARR, but they've raised, I think, like 50 or something, right?”

“Whereas we stayed focused on the U.K. Market and his advice was stay focused on the U.K. Market until you get to ten million AAR and then look at the U.S. Market. And that real, that was invaluable advice and stopped us blowing through our money too quickly.”

“We've gone from you know, zero, and now we're at seventy-one million AR.”

“I started Cognizm to build the FinTech, and then we pivoted into sales intelligence.”

“Over the last year, in the last 12 months, my whole focus has been on hiring a new C-suite. So I hired a new CTO, a new CFO, a new CHRO, a new CLO and a new CPO and yeah, I think I've said them all. So I pretty much turned over about the majority of my C-suite…”

“Dario Arnold is my wealth advisor. I got secondaries to stop me going crazy, spending tons of money and creating loads of stress from that.”

“I create the sales culture around that value of we are nice and fairness, and it really creates a different type of sales culture to the, you'll see at other companies. And it really helps us with employee retention, so I think it's really helped the, and it's…”

“So that now we're moving to quarterly cadences on our town halls and quarterly cadences in our rev ops meetings because we just have too much data and doing it monthly is just overwhelming our c-suite executives.”

“They also provide all of my C-suite with mentors, and they pay for it.”

“If you could convey some good news immediately after the bad news, it softens the blow, and it makes it kind of a lot more and it also can pump up the organization. So you can use it as a good thing to pump up The energy of the organization.”

“That meeting, like regular board meetings and regular revenue operation meetings from our first year were really key in our scaling. It really provided, you know, when we did those on a monthly basis, like now the cadence for those has moved to a quarterly bas…”

“When Peter Deferin became my mentor originally, I probably, I knew, I know now that I really took him to an earlier stage, because the advice that he gave me wasn't really resonating and didn't really have impact, because I had taken him a bit early, but right…”