Akshay Kothari

People should have a deep understanding for what long-term valuation metrics look like, right? What do you mean by that? I mean, you just look at historically what is the revenue multiple or PE multiple of SaaS companies.

So you can raise on hope today, but in the very long run, unless you're trying to just get acquired, you will be valued at a multiple of your revenue or a multiple of your cash flows that you're generating. And they tend to be an average of like, you know, what, 5 to 10x on the revenue multiple side. And the way that you can increase your multiple is by three things, right?

So you can raise on hope today, but in the very long run, unless you're trying to just get acquired, you will be valued at a multiple of your revenue or a multiple of your cash flows that you're generating. And they tend to be an average of like, you know, what, 5 to 10x on the revenue multiple side. And the way that you can increase your multiple is by three things, right?

So you can raise on hope today, but in the very long run, unless you're trying to just get acquired, you will be valued at a multiple of your revenue or a multiple of your cash flows that you're generating. And they tend to be an average of like, you know, what, 5 to 10x on the revenue multiple side. And the way that you can increase your multiple is by three things, right?

I think in my view, one is you can increase it by having a faster growth rate. You can increase it by having a better cash flow margin. And you can increase it by operating in an industry or in a space where the terminal growth rate can still be pretty high.

I think in my view, one is you can increase it by having a faster growth rate. You can increase it by having a better cash flow margin. And you can increase it by operating in an industry or in a space where the terminal growth rate can still be pretty high.

I think in my view, one is you can increase it by having a faster growth rate. You can increase it by having a better cash flow margin. And you can increase it by operating in an industry or in a space where the terminal growth rate can still be pretty high.

So I think as long as you have a deep understanding of those things, and I think as long as you have a good understanding of what you're going to use the money for, you can build towards that, great. I think if you're hoping that we're going to be back to 100 times revenue, 100 times ARR valuation, I think that's a bit challenging.

So I think as long as you have a deep understanding of those things, and I think as long as you have a good understanding of what you're going to use the money for, you can build towards that, great. I think if you're hoping that we're going to be back to 100 times revenue, 100 times ARR valuation, I think that's a bit challenging.

So I think as long as you have a deep understanding of those things, and I think as long as you have a good understanding of what you're going to use the money for, you can build towards that, great. I think if you're hoping that we're going to be back to 100 times revenue, 100 times ARR valuation, I think that's a bit challenging.

I think it's some of it like I also have to credit Ivan here because in the early days, I think, you know, you know, this lot of investors did knock on our doors. A lot. A lot. A lot. And I think did some crazy things to get attention from you guys. Correct. Correct. And so literally every quarter, Ivan and I would discuss is like, should we do it?

I think it's some of it like I also have to credit Ivan here because in the early days, I think, you know, you know, this lot of investors did knock on our doors. A lot. A lot. A lot. And I think did some crazy things to get attention from you guys. Correct. Correct. And so literally every quarter, Ivan and I would discuss is like, should we do it?

I think it's some of it like I also have to credit Ivan here because in the early days, I think, you know, you know, this lot of investors did knock on our doors. A lot. A lot. A lot. And I think did some crazy things to get attention from you guys. Correct. Correct. And so literally every quarter, Ivan and I would discuss is like, should we do it?

I think primarily Ivan was very focused on is money the constraining factor right now? It's like if we had more money in the bank, would we spend it on hiring faster?

I think primarily Ivan was very focused on is money the constraining factor right now? It's like if we had more money in the bank, would we spend it on hiring faster?

I think primarily Ivan was very focused on is money the constraining factor right now? It's like if we had more money in the bank, would we spend it on hiring faster?

We raised $50 million at $2 billion at the start of COVID, like pretty much like a couple of weeks into COVID in 2020, early 2020.

We raised $50 million at $2 billion at the start of COVID, like pretty much like a couple of weeks into COVID in 2020, early 2020.

We raised $50 million at $2 billion at the start of COVID, like pretty much like a couple of weeks into COVID in 2020, early 2020.

It actually came about really fast and actually goes back to being cashflow positive and not needing it. I think you sort of are able to do... You're able to break the rules. You're able to break the rules because there's more demand than supply.