Front

“Correct.”

“So right now to be perfectly honest, we have no marketing team. So growth has been organic. So it's, I don't know if you've noticed, but I write personally a lot of content and that's how we acquire users.”

“I mean, the thing is, they can advise whatever they want, but at the end of the day, I'll make the decisions, right?”

“We have so we have companies of two users, and then we have companies as big as Cisco using the product and so teams of hundreds of people.”

“We moved everyone from France to San Francisco.”

“Monthly is an option, and we have 80% of our users on a monthly plan.”

“Our mission is to reinvent email for companies and to be the default business email client. It's very ambitious, and I think it would take a hundred years without funding to achieve that, and hopefully just 10 years with funding to achieve that.”

“And so we make two millions in revenues after two years.”

“So we know that our user churn is three percent monthly.”

“One million.”

“So first to make money for the investors, I think going public is a better bet. So we'll try to do that.”

“And we had spent a third of what we had raised during our seed. So we had plenty of money left.”

“And so number one would be people that dislikes how fast we've changed core features.”

“1210 companies.”

“So as an example, MailChimp started to use the product when we launched two years ago with our partnerships team that had a partnerships at address with lots of incoming inquiries. And today they have 10 different teams using the product, and that's mainly how…”

“Our goal is 10% every month net.”

“On average, 200 and something.”

“Probably 200.”

“I think now it's my responsibility to always have a few years of runway. Otherwise I would not sleep well.”

“I'd have to check probably a hundred something.”

“Yeah, and then ten million in, in 2017.”

“But then our revenue churn has always been negative. Because we have a model where we have to lend and expand. Yeah, exactly. In new teams. And so that's always higher than the downsells.”

“So I think, so we doubled the team. We're 40 now. We tripled our revenues.”

“So we track net churn, and it's always been negative, and so it's remained negative and. How negative? Minus 10%. Annually? Monthly.”

“Historically, 95% of our customers close in three weeks.”

“Right now, I'm confident at least that we can do a series B. With, and I think that's probably the moment when I'll think about putting some money aside.”

“I think with press, people expect that they will have customers and people going to their website, et cetera. What we see is it triggers the interest of candidates and investors. That was, that's what press is good, at least for us.”

“We raised exactly a year ago and we still have 80% of what we've raised.”

“I think over a third of our growth net of churn is coming from existing customers that have either new plans or just adding new teams.”

“Very little, 250, I think.”

“We track user churn, and that's always been around three and a half, four percent. Monthly. So number of customers divided by, the churn divided by number of total customers.”

“HubSpot started with one team on front, their customer success team, and now they have about, I don't know, 14, 15 teams on front.”

“Slack is good for synchronous communication. So I want to tell you, ah, do you want to have lunch with me? Then Slack is great, but Front is better for asynchronous communication. And asynchronous means every communication that you're having externally, so not…”

“Yeah, 80 88.”

“Intercom is good for customer communication, but what we're trying to do is having more of your communication, so customer success, product, sales on front, and on Intercom, you don't usually have your sales team. You'll use Yesware or ToutApp, which will make…”

“Yeah, no, I do have some inbound. I have a lot of inbound, but I think we can still do better, and so I'd rather wait till probably the end of the year and make more progress and prove more things. For example, enterprise is new for us, and so I want to see if…”

“We are not.”

“She's been on three times since, like, no revenue up to, you know, well north of where she is, say, at, like, 1.4 per month, and it's been fascinating all that journey.”

“Yes, we are definitely similar. Front is probably the one we are the closest to. And we had some discussions with Front. They tried our product. We tried theirs and there was some inspiration from both sides and we have a good relationship with them, but yeah …”

“One, if you are a product that needs to be used every day, something like what front is makes sense. Things like DAUs over MAUs, which effectively measures how many days in a month people are using your product. It's really important. A high number there matte…”