Tidy

“We, 17 and a half.”

“So if I were to say, you know, who are the closest kind of not competitors, but the company that closes, it's probably Rippling, but Rippling does it more from an SMB perspective, and we're doing it more from an enterprise perspective.”

“So, so we actually have about 27 people. The advantage for us is you know, we're U.S. Headquartered most of our customers are U.S. But our entire engineering and delivery team is based out of India.”

“It is it's actually 700 K.”

“For the first two or three years, we were kind of building the product with a couple of POC customers like Unilever and Fidelity Investments.”

“Commission is actually 10% of whatever he brings in.”

“We've raised about a million dollars still now, and that's about it.”

“We have 17 enterprise customers across 25 countries, and we're doing about a million and a half billion ARR.”

“We kind of made one thing very clear is that we'll kind of co-design the solution, but we're not doing it for free. So if we want to do a POC, it's still going to be a paid for POC.”

“Yeah, so, so I would say the biggest competitor for us is the internal teams today. you know, because what we're doing is we're integrating these 15, 16 different systems that exist within the organization. So, you know, you're working with ServiceNow, with A…”

“My ACB was probably closer to about 40,000 dollars. And so what I was able to do in the last 12 months was actually Double my ATP and be more confident of the fact that I can actually charge more and still have companies coming in and buying tidy.”

“We basically started by just charging a per user fee, which was five dollars per user, and there was no platform subscription, none of that. Hindsight, that was a terrible move because you know, the revenue was fluctuating all over the place, and we couldn't k…”

“And what we fundamentally do is we work with a company like Genpac or Unilever or AB InBev.”