Whiplash

“October was around 330 K gross.”

“You know, we think it'll be between eight and 10.”

“About half of that is the carrier fees. What, you know, we rebuild the postage, whether that's UPS or USPS.”

“We've never had a formal sales process. Everything we've done, I mean, we've got, we're in, you know, in the Shopify app store, we get a lot of referrals from existing customers, but we've never gone out and, you know, hit the pavement and had a hit list and, …”

“We're running this web store for Modest Mouse, which we still do.”

“You know, we want to be able to grow at, you know, two or three X per year and have that and have investors that want to be a part of that and not put us on this, you know, billion dollar valuation or bust path. It's important for us to have the company secure…”

“Right now, we've just gone to cashflow negative, so we just joined 500 startups, and we're beginning a process of, you know, higher, higher burn. yeah, we were profitable before, but we just stopped that.”

“Now we're trying to have that be the case legally because we are a C-Corp and you can't just give people stock anymore because there is value being assigned, so you get into some complex tax issues.”

“We've got about a 157 customers.”

“Right now, we've got 31 people total. About four of those are, you know, not in the warehouse.”

“And so we did want it to flow through our accounts and we did consider it revenue, even at times when we were subsidizing it.”

“The largest was 16,000, so we're about 20,000 in total, and that's when we realized it wasn't our game. And so we're the network partners, and now we've got, you know, like 800,000 square feet, right?”

“So our list right now is probably around 400 customers.”

“There's an inversion where the less volume you have, the harder customer you are. There, there's something about I don't want to get too diminutive about it, but there's something where small customers are sometimes small for a reason. And it's because they're…”

“So that's about 50%. It goes straight out to the carriers.”

“We are, you know, we're about 15 people total and not all of them engineers. So it's probably half of those are engineers and half of them are technical support.”

“Because warehouses have the space already and it's not like we're saying, okay, commit this to us for a year and maybe we'll do something down the road. It's, you know, two months and, you know, we get a small experiment companies are, you know, we find the ri…”

“In April we were acquired by Port Logistics Group.”

“It's not a percent of GMV. So fulfillment works on usually you've got like a fixed handling fee that's, you know, we have like a retail rate that we charge our customers and the wholesale rate that we're going to pay to the warehouse partners. So it's, and it'…”

“I'd say if you look at true, true average is something like, you know, two or 3000 dollars a month.”

“I mean, really, you know, we can get it down to about a 16% gross margin, and then we're paying salaries out of that.”

“Last year was about 25% year over year on the top line.”

“I think we were up to three when we got out of that part of it, and we pivoted to the network model, and today we've got about 18.”

“It's like 1.3 million.”

“I'd say, off the top of my head, I think it's probably in the three million range.”

“We had done both, so we bootstrapped for about seven years, and then we went through 500 startups, and then we raised a small seed round from Tim Draper, and you know, there's a few folks involved in that point, and it felt like we had, we owed them a return, …”