Limelight Health

“So January of 2017, we're at 50,000. January of this year, we were 200,000. As of July, we were 400,000.”

“Most of our focus on our enterprise business. And those are longer sales cycles and you know, somewhere between 12 and 16 months in terms of sales cycle.”

“We're at 6040 right now. So 60 60% of service and 40% of revenue recurring. That's increasing, you know, every month.”

“Oh, we've got about a hundred people today.”

“On the enterprise side. We've had zero churn today.”

“So right now in our broker channel, we've got about 300 different independent and regional national broker firms, six of the top 10 in the U S are using my light.”

“I look at, I mean, somewhere between the low end, 50 and the high end, a hundred million. So, you know, if you talk about rainbow, a hundred million.”

“So it's, you know, probably around less than three percent on the broker side.”

“Right now with all the bookings for ARR sorry, with MRR, we're doing about 420,000 a month.”

“About thirty million.”

“With the regionals and independents, it's definitely within 12 months.”

“Just shy of eleven million.”

“We were then, you know, acquired, we were doing about almost twelve million in 20, 21 on our way to about nineteen million. And so, you know, we were having some growth, but we had about 50% of that was services revenue. The other 50% was recurring ARR.”

“How we found a product market fit, which actually took us about probably six years, almost till we sold the company, actually figure out product market fit.”

“So full disclosure, we raised about forty four million dollars over four rounds of funding.”

“So so today I'm going to talk about how we pivoted multiple times to about a ninety three million dollar exit.”

“We had 405 customers, 400 the broker channel and five in the carrier. So we cut off completely the broker channel, which was really scary and got rid of 400 customers. We were left with five.”

“So we went to companies that we wanted to imitate and brought them on either to our board and as advisors, end up often hiring advisors as employees that were super helpful and had the roadmap and how to grow.”

“And we had 13 people in the company at the time. And we really decided if we do this, we're going to have to take our baby, which we just built, put it out on the doorstep in the rain, ignore it and go all in on this insurance carrier, which is going to pay us…”

“And then I started doing a ton of market research, assessing the risk and realize again that we had a very immature product and looking at the competition that just the life cycle for us to be able to scale to the next level and get where we thought we were go…”

“He ended up then coming on as an advisor, helped me hire his entire previous enterprise sales team, and then made an introduction to an executive at Ernst & Young, who was instrumental in us raising our future round, as well as being able to build out the mode…”

“As I looked at our competitors, they had all on average been in the market for about 27 years and had raised on average about a hundred million dollars compared to at that time we had raised about 10.”