Eran Zinman

And I remember to this day, the first time a new customer has actually paid for the software without us talking to them. I bought a TV. I actually mounted it to the wall. And I built a dashboard that showed the number six. That was the amount of customers that we had. And every time a new customer came in, there was like a big Homer Simpson sound. Like, whoo-hoo!

I remember one day we sit down writing code and I hear this in the background and six turns into seven, seven turned into eight. You know, I remember even one day that we had three new pain customers in one day. And I was so excited. I called Roy, my co-founder. I told him, look, we got three new customers in one day. We can conquer the world. I'm sure that with that momentum.

I remember one day we sit down writing code and I hear this in the background and six turns into seven, seven turned into eight. You know, I remember even one day that we had three new pain customers in one day. And I was so excited. I called Roy, my co-founder. I told him, look, we got three new customers in one day. We can conquer the world. I'm sure that with that momentum.

I remember one day we sit down writing code and I hear this in the background and six turns into seven, seven turned into eight. You know, I remember even one day that we had three new pain customers in one day. And I was so excited. I called Roy, my co-founder. I told him, look, we got three new customers in one day. We can conquer the world. I'm sure that with that momentum.

How much are these customers paying at the time? I would say $12 per seat. But the exciting part was that we never talked to them. They got the principle of the product. They got the value, just onboarding. That was the exciting part. It just felt like we built something that can turn into a machine. And I think that's more than anything we're excited at.

How much are these customers paying at the time? I would say $12 per seat. But the exciting part was that we never talked to them. They got the principle of the product. They got the value, just onboarding. That was the exciting part. It just felt like we built something that can turn into a machine. And I think that's more than anything we're excited at.

How much are these customers paying at the time? I would say $12 per seat. But the exciting part was that we never talked to them. They got the principle of the product. They got the value, just onboarding. That was the exciting part. It just felt like we built something that can turn into a machine. And I think that's more than anything we're excited at.

You know, initially, I thought that most of our customers are going to be startup companies or tech companies like us. But we started to do marketing on actually Facebook was the first platform that we started to do performance marketing on. And I think what's great about it is it has such a broad audience and it brought us a lot of customers that we couldn't expect to have.

You know, initially, I thought that most of our customers are going to be startup companies or tech companies like us. But we started to do marketing on actually Facebook was the first platform that we started to do performance marketing on. And I think what's great about it is it has such a broad audience and it brought us a lot of customers that we couldn't expect to have.

You know, initially, I thought that most of our customers are going to be startup companies or tech companies like us. But we started to do marketing on actually Facebook was the first platform that we started to do performance marketing on. And I think what's great about it is it has such a broad audience and it brought us a lot of customers that we couldn't expect to have.

Like we got churches, hotels, retail, airplane manufacturing. Over the years, we found that up until today, 70% of our customers are actually non-tech companies. That's amazing because it just opens up the TAM and the audience of the company so much.

Like we got churches, hotels, retail, airplane manufacturing. Over the years, we found that up until today, 70% of our customers are actually non-tech companies. That's amazing because it just opens up the TAM and the audience of the company so much.

Like we got churches, hotels, retail, airplane manufacturing. Over the years, we found that up until today, 70% of our customers are actually non-tech companies. That's amazing because it just opens up the TAM and the audience of the company so much.

So actually here, I give a lot of credit to our board members. Specifically, you mentioned Avi. I would say the typical investor seeing that a company spent 80% of their seed round and didn't reach like product market fit, maybe would kind of give up on the company or send that company to do like a round A and try their luck outside.

So actually here, I give a lot of credit to our board members. Specifically, you mentioned Avi. I would say the typical investor seeing that a company spent 80% of their seed round and didn't reach like product market fit, maybe would kind of give up on the company or send that company to do like a round A and try their luck outside.

So actually here, I give a lot of credit to our board members. Specifically, you mentioned Avi. I would say the typical investor seeing that a company spent 80% of their seed round and didn't reach like product market fit, maybe would kind of give up on the company or send that company to do like a round A and try their luck outside.

But, you know, something I give Avi from Entrez Capital a lot of credit. He saw the potential. He told us, I'll never forget this. I believe in you guys, even though I don't know why, but I believe in you guys. Don't do an A round. Just go out. I'll give you the money. Let's do a convertible. Just scale what you're building.

But, you know, something I give Avi from Entrez Capital a lot of credit. He saw the potential. He told us, I'll never forget this. I believe in you guys, even though I don't know why, but I believe in you guys. Don't do an A round. Just go out. I'll give you the money. Let's do a convertible. Just scale what you're building.

But, you know, something I give Avi from Entrez Capital a lot of credit. He saw the potential. He told us, I'll never forget this. I believe in you guys, even though I don't know why, but I believe in you guys. Don't do an A round. Just go out. I'll give you the money. Let's do a convertible. Just scale what you're building.

I think this was a pivotal moment for the company because if we would go and try to raise funds, you know, it's a long process, especially when you don't have momentum. Maybe the company wouldn't be what it is today, but because he gave us this runway, I think it really helped us kind of leverage the momentum we already had.