Eran Zinman

First of all, we track the expenses. We ask Facebook, we ask Google to, can we pay you? Can we postpone the payments? Like, can we drive campaigns and pay you every 90 days, for example? So we optimize the expense on one hand. On the other hand, we optimize for campaigns. We actually pick campaigns based on the return, how fast it is to get customers on board. We optimize the onboarding.

We optimize the payment form. There's a lot of steps involved into that. The point is we optimize for that. We optimize for that KPI to make the business very efficient. It's a key part of our DNA up until today. Monday is really efficient in terms of cash flow. It's a huge part of our DNA. We started from day one, literally.

We optimize the payment form. There's a lot of steps involved into that. The point is we optimize for that. We optimize for that KPI to make the business very efficient. It's a key part of our DNA up until today. Monday is really efficient in terms of cash flow. It's a huge part of our DNA. We started from day one, literally.

We optimize the payment form. There's a lot of steps involved into that. The point is we optimize for that. We optimize for that KPI to make the business very efficient. It's a key part of our DNA up until today. Monday is really efficient in terms of cash flow. It's a huge part of our DNA. We started from day one, literally.

Wow. Probably three or four million of ARR. Fuck, I really miss these times.

Wow. Probably three or four million of ARR. Fuck, I really miss these times.

Wow. Probably three or four million of ARR. Fuck, I really miss these times.

Yeah. When we raised our B round, we raised $25 million from Insight. That was kind of, I would say, a better round for the company. So we raised $25. I think when we raised that round, we had like $7 million of ARR.

Yeah. When we raised our B round, we raised $25 million from Insight. That was kind of, I would say, a better round for the company. So we raised $25. I think when we raised that round, we had like $7 million of ARR.

Yeah. When we raised our B round, we raised $25 million from Insight. That was kind of, I would say, a better round for the company. So we raised $25. I think when we raised that round, we had like $7 million of ARR.

I think it was around 100 million pre.

I think it was around 100 million pre.

I think it was around 100 million pre.

Yeah, so after we've done the B round with Insight, a few things happened. One, we branded the company as Monday. We changed names from the polls. And I think it was about a year after that, I remember that board meeting. It was in New York. And one thing that Roy and I said always, that we're never going to have a sales team in the company.

Yeah, so after we've done the B round with Insight, a few things happened. One, we branded the company as Monday. We changed names from the polls. And I think it was about a year after that, I remember that board meeting. It was in New York. And one thing that Roy and I said always, that we're never going to have a sales team in the company.

Yeah, so after we've done the B round with Insight, a few things happened. One, we branded the company as Monday. We changed names from the polls. And I think it was about a year after that, I remember that board meeting. It was in New York. And one thing that Roy and I said always, that we're never going to have a sales team in the company.

And I remember that we had this morning and we came to the board and said, look, we're probably wrong. And we have to have a sales team in order to scale the company to the next level. And we built an amazing sales team. Going forward to today, we have more than a thousand people in our sales team, but it was not obvious back in the days.

And I remember that we had this morning and we came to the board and said, look, we're probably wrong. And we have to have a sales team in order to scale the company to the next level. And we built an amazing sales team. Going forward to today, we have more than a thousand people in our sales team, but it was not obvious back in the days.

And I remember that we had this morning and we came to the board and said, look, we're probably wrong. And we have to have a sales team in order to scale the company to the next level. And we built an amazing sales team. Going forward to today, we have more than a thousand people in our sales team, but it was not obvious back in the days.

Being developers and product people and building this incredible performance marketing engine, we felt that we can scale the company to infinity. But what we found is that having a great product is not enough because when you want to scale within existing customers, the product plays a very important component, but there's other things. You need relationship with people.