DiscoverOrg

“So first of all, we self-funded through twenty five million in ACV. Which is incredible. Yeah. Annual contract value. And so we were on a twenty five million dollar run rate when we took the funding. And I think we sort of got to a place where we had a hundred…”

“They end up being worth somewhere between like 304 100,000 dollars.”

“And we sell it on a subscription basis to the sales and marketing departments of over 2100 companies across the globe.”

“It'll be a little bit more than, yeah, we'll, we'll exit this year around seventy million in run rate.”

“We have a business that's profitable and which is a rare thing in, in, in software period.”

“Yeah, everything is multi-year annual. And they're paying anywhere from 30,000 to, you know, a million dollars.”

“We have about 315.”

“It's plus 90%.”

“So we're a sales intelligence platform that is focused on providing really deep intelligence on the company and the contact information of buyers of 60,000 companies worldwide.”

“OEM partners who use our data set as part of their product. And those folks are names like the data.coms of the world, the discover orgs of the world, the Dun & Bradstreet's of the world. The predictive vendors like lattice engines and lead spaces and these ki…”

“They just passed seventy million bucks in ARR at Discover.org.”

“They went from nothing to 70, seventy million in ARR pretty quickly, and then exited to a private equity firm.”

“He, you know, he shared with me Henry in that episode that they're doing about five million ish per month in revenue”

“We're now number two in the G two crowd ranking in terms of the most popular sales intelligence platform, just behind the guys at discover org.”

“Our business is 100% recurring revenue subscription. There's no professional services. There's no onboarding or implementation fees. It's all recurring, 100% recurring in subscription.”

“And so I'm also looking for like bad sales processes because I think we have a really great one. And so that we could come in and sort of apply our domain expertise around go to market to a company that hasn't figured out that motion and then really accelerate…”

“Most companies don't figure out their go-to-market motion. They're, they have, like, a really interesting product, and through sort of just grit, they're able to sell it a couple times and build a million-dollar AR business or something like that.”

“And, like, in our space, Microsoft is the big player. And so all of us combined Have nothing on on the size and scope of LinkedIn and Microsoft as a sales solutions provider. And so I view Microsoft as the 800 pound gorilla, and then there's a whole sort of li…”

“No, it's, no, it's not 80, but it, but it's slightly less than 80.”

“Our inbound SDRs, if you fill out a form on our website, we're going to call you in two to three minutes to try to set that demo.”

“I ran our whole business on Infusionsoft and Until we were about fifteen million in revenue.”

“I sort of viewed the first transaction like an exit. And then once that happened, it took a lot of sort of day to day pressure off of my shoulders. And so I could operate in a better way because it wasn't like all of my money in the company. It was like we wer…”

“It's close to a hundred.”

“The actual metric that we look at more closely is how many completed demos are they doing a month? And we're looking for that to be more than 20.”

“We were twenty five million when they invested. And from a run rate perspective, we're probably one 21 30 when Carlisle came in.”

“So TA made this invest investment at two hundred and seventy five million dollars, and now we're four years into the future. This offers for 1.5 billion. We ended up taking an offer at two billion, which TA ended up selling a portion of what they owned and the…”

“When we made the acquisition of Rain King, we actually, you have to get antitrust approval. And so we went, and the regular, the regulators didn't love the ranking acquisition because they felt very similar, two very similar companies, and so we actually went …”

“When he left he agreed to put 25% of his ownership, and I put 15% of my ownership into a pot that we set up for employees.”

“We made this acquisition of a company that was doing forty million dollars in revenue and ten million dollars of profitability. We acquired the business, and then three months later, it was doing forty-five million and thirty-five million dollars of profitabil…”

“A year earlier, I had an opportunity to buy Zoom Info for two hundred and forty million dollars and I passed. And that might feel like a bad decision. Like, oh, that was dumb. He had to pay eight hundred million dollars one year later. It wasn't a bad decision…”

“I sold 33% of what I owned.”