Casey Golden

So just to give you kind of an idea of where we landed.

We knew that if we charged by accounts for our SaaS fees, we'd leave a billion dollars on the table because there's not as many accounts as there are locations.

And if we charge for user licenses, we'd bottleneck our adoption.

But everyone is used to user licenses.

So we built it into our model to leverage

free user licenses as a negotiation point instead of touching our SAS fee.

So far, it's worked really well.

And we take 5% of our lift rather than any type of professional services.

So we've essentially gone from zero, from pre-product, to $85,000 in beta to $871,000.

And we're on track for our first year out of beta to hit $5 million ARR, just in the SaaS fees.

So when I go into...

the agreement essentially if we priced we priced too low we would never build a raise or increase our prices with our customers um if we were inconsistent we would lose all of our relations like our customers relationship and our integrity with them because unlike a lot of businesses or sas companies um

All of our customers are friends, and most of them are workaholics that talk about business about 80% of the time, and they know how much everybody pays for everything.

And so we went with a startup program that allowed founders to bring their own price.

We went out and saw some of the best emerging luxury brands that we just had killer founders, great products.

We knew that they'd be successful.

We knew that they'd get venture backed.

And at some point they'd be able to pay us the sooner than later.

And then we just broke it down for them in four steps.

Say like, we believe in you.