Jonathan Fischbeck

“I put in another 500, our shareholders put in another two 75, and now we're to the point where we've got about an 880 K shortfall between now and the next 12 months, and we're gonna bridge that through shareholder milestones.”

“And at that time we were doing fifteen million dollars a year, so a lot of people would ask me why I moved back into technology out of construction, right? I could have retired when I was 33, but, you know, my wife told me I'd be bored for the rest of my life,…”

“We converted 4.23 million dollars of service contracts into equity. We increased evaluation to 17 pre-money when we did that, so I've still been able to hold on to about 55% of the company to this point.”

“We converted 4.3 million dollars of debt into eight and a half percent equity. Because Ron is my father and I'm his son the IRS saw that this could have just been simply a contribution.”

“June of 2019, June fourth, I know the day I'm broke. We have, you know, zero real SaaS customers. We're beta-less at the time, so I didn't even have a product that somebody could use. And we had no revenue, right? We're bleeding and we're bootstrapped.”

“We didn't, so custom became a swear word in our company, right? You could only be configurable.”

“We were doing about 2.1 million in service revenue.”

“I had 29 people. I had to fire everyone down to six, two of them in the back of the room with us still right now to this day.”