M-Files

“It's in the order of 50 plus.”

“We consider North America, Western Europe, and Nordics our Primary sales regions and then rest of the world through partners only.”

“It's about well, let's say, okay, revenue wise, it's about one third but in terms of number of customers, it's much higher at least 80% probably through, through partners.”

“Over 5000 customers in total.”

“I'd say in the ideal customer segment, it's probably on average about 50,000 in ARR. So on annual basis, we have a pretty broad range of smaller and larger, larger customers, but that's, that would be the average.”

“We got all the way to nine million in revenue before we raised our a round in 2013.”

“And in that kind of partner business segment, the typical annual prices would be a few, few thousand dollars, let's say five K. And then we go up to our enterprise customers who pay well over a million per year.”

“We're just above ninety million in, in ARR.”

“To be even more precise, we used about thirty million of that a team for secondary.”

“We don't we don't enforce pricing to the customers. So our reseller partners would be free to price lower if they want to.”

“We're actually charged by the seat of seat of the employees in the firm. So let's say tax advisory firm. So the tax experts would be the mFiles users, and we basically let them serve any number of external clients. We don't charge by that.”

“Right now I feel we have, let's say, enough capacity in our sales teams that we don't want to just go and hire new sales reps.”

“We're about let's say over, over 600 employees and I believe the engineering team is maybe 150.”

“I'm not going to disclose the specific percentages, but something like the 30% would be kept by the partner.”

“None of us who stayed with the business were that interested in selling any, but yeah, it's a different thing if you've already left the business early on, like with our longer history that some people had left.”

“And since we were cashflow positive or cashflow neutral. So like the business didn't really need a lot of additional capital.”

“That was our B round. Again in euros, that was a thirty three million euro. So maybe thirty six million dollars B round We've done, we did a debt financing round in 2018 twenty seven million euros, and then a little bit opportunistically we did a C round which…”

“Yeah. Generally. So that's probably also why we don't have that much channel conflict because we don't necessarily compete for the same kind of deals.”

“We try to take upon the first approach. So if we are actually working on the same prospects, we would, Let's say, give way to the partner and rather support them in winning the deal.”

“So it's been more of this, you know, 25, 30% growth in the past years. But you know, sustaining that and doing it in an efficient manner, not, not, not really burning cash.”

“If I just did a quick, again, not scientific, my sense for what didn't work, was it a performance skill set issue, or was it a lack of culture fit? Almost always for me, it was culture fit.”

“So today we're doing, ah, you know, somewhere in the neighborhood of a hundred and thirty million, something like that”

“Don't try to forecast too far ahead. We have, we're pretty rigorous. We always look at this quarter and next quarter, and that's it. If we're asked for something two, three quarters ahead, you know, we can get some ballpark estimates, but we don't know.”

“For us in 2018 is when we did a big system rebuild went to NetSuite and brought on some other, other solutions. We clearly designed the business though for looking three, four, five years ahead, we were probably in the 20, thirty million range when we were doi…”