OnBoard

“Our churns you know, about three percent. Our dollar retention rate is, you know at this point, I think we are ending the year at about a 108 109%.”

“Two thirds of the product of the revenue at this point is you know, projected to be board product by the end of the year. And one third is going to be an employee collaboration product.”

“We did grow 65, 70% this year. That's the ARR growth that we saw.”

“You could get started for about 5000 dollars a year. It's per user but our larger customers about 50, 60,000 dollars a year.”

“The ACB is right around seven, 8000 dollars.”

“Less than 50, yes.”

“No, I think we sold in November. I was a good time. Actually, it was actually, it was certainly, you know you know, it was eight figures. It was actually a good transaction.”

“They are actually higher. So if you think of a city council, there's often, you know, a much bigger number of people involved, some more subscribers their you know, average contract you know, pre-transaction was right around 20, 25.”

“That is accurate. And, you know, ending the year you know, of course with a few big months, end of the year accurately, you know, we could get to numbers that are higher than, you know, closer towards 35, 37.”

“Completely bootstrapped. Ran a profit for, believe it or not, 15 years.”

“It was not a hundred million secondary. It was actually primary and secondary combined. It was actually a hundred million dollar round. Some of that capital was used for this acquisition. Some of that capital was secondary. Some of that capital actually wen…”

“Investors will come and go if you find yourself in an evergreen space. Keep building like you're going to own this forever because you just might.”

“Yeah, I know. I would say, you know, just short of that, but yeah, that was sort of the revenue range. You know, they were in the five to ten million range, but I don't know the exact specific number this time, but yeah.”

“They had about 400 customers and change.”

“And we are adding about, you know I'd say about 80 to a hundred customers a month. That's the clip that we are operating at.”

“A good rule of thumb is, you know, you take half off and then, you know, in the new combined entity, you are back on the schedule to get some more options. So you are actually back in the Western schedule.”

“Oh, it was actually really some angels, but it was bootstrapped. Yeah, largely bootstrapped.”

“We've grown past 3000 at this point.”

“Ensemble was, you know, about, I would say, 25, 25% of our revenue, and when we swapped out Ensemble for Eastcry, we are actually, you know, further ahead.”

“So we'll, we'll actually really end you know, close to 50% growth rate for the year. If the rest of the plan year checks out”

“Ensemble had you know, I don't know if I'm you know, if I should disclose the revenue, but it was actually, the range was less than ten million.”

“And eventually there came a time when there was no cap table. There was just a single cell. I owned all of it.”

“For me, ah, the fundraising cycle was a very short one. It was just a week and a half.”

“We raised a hundred million last year.”

“First actually really took on debt. To continue to bootstrap till we got to fifteen million dollars in ARR.”

“So the first check was actually only five million dollars on the balance sheet. I did take some you know, secondary off just to really kind of just ease the pain.”

“At this time, you know, we are growing, you know, 50%, and we are actually really fast growing.”

“I have 600 banks as customers today.”

“In my case, my first customer was also somebody who gave us infrastructure. We used their office. They also advised a lot on operations side. How do you get compliance certifications and such? And eventually they became my date partner. When I talked about buy…”

“Meanwhile, we continued down the path of taking the original product ensemble and making it into a cash cow, which funded the business two, three million dollars every year. That money was plowed back into growing the onboard business.”