Eran Zinman

I think there's a difference between a company that pivots into the enterprise and a company that wants to sell to the enterprise in addition to selling to SMB and mid-market. We didn't pivot into the enterprise.

I think there's a difference between a company that pivots into the enterprise and a company that wants to sell to the enterprise in addition to selling to SMB and mid-market. We didn't pivot into the enterprise.

I think there's a difference between a company that pivots into the enterprise and a company that wants to sell to the enterprise in addition to selling to SMB and mid-market. We didn't pivot into the enterprise.

A lot of companies say, look, we tried SMBs, we tried mid-market, we spent so much energy and effort converting those customers, we might as well just focus on the large ones and get a higher ICV. That wasn't our strategy. We wanted to capture what we call a pyramid. The whole pyramid, the baseline of the SMB is in the mid-market, but also the tip of the pyramid with the large enterprises.

A lot of companies say, look, we tried SMBs, we tried mid-market, we spent so much energy and effort converting those customers, we might as well just focus on the large ones and get a higher ICV. That wasn't our strategy. We wanted to capture what we call a pyramid. The whole pyramid, the baseline of the SMB is in the mid-market, but also the tip of the pyramid with the large enterprises.

A lot of companies say, look, we tried SMBs, we tried mid-market, we spent so much energy and effort converting those customers, we might as well just focus on the large ones and get a higher ICV. That wasn't our strategy. We wanted to capture what we call a pyramid. The whole pyramid, the baseline of the SMB is in the mid-market, but also the tip of the pyramid with the large enterprises.

So it was always about adding that layer, but also making sure the product is good enough for SMBs and mid-market.

So it was always about adding that layer, but also making sure the product is good enough for SMBs and mid-market.

So it was always about adding that layer, but also making sure the product is good enough for SMBs and mid-market.

Probably 40 or 50 million of ARR.

Probably 40 or 50 million of ARR.

Probably 40 or 50 million of ARR.

Yeah, we grew really quickly. We grew from 6 million of ARR to 18 the year after, and then from 18 to 50, and 50 to 120, you know, in three years. So it was like super rapid growth. You know, I think it was 40 or 50 million, maybe even 60 that we kind of added to the sales team.

Yeah, we grew really quickly. We grew from 6 million of ARR to 18 the year after, and then from 18 to 50, and 50 to 120, you know, in three years. So it was like super rapid growth. You know, I think it was 40 or 50 million, maybe even 60 that we kind of added to the sales team.

Yeah, we grew really quickly. We grew from 6 million of ARR to 18 the year after, and then from 18 to 50, and 50 to 120, you know, in three years. So it was like super rapid growth. You know, I think it was 40 or 50 million, maybe even 60 that we kind of added to the sales team.

I'll tell you something funny. You mentioned Jason Lemkin. Don't tell me you cold emailed him and he didn't respond. No, no, no. One of the reasons I didn't reply to your email is that I don't use email. But I actually met Jason a few years ago. I was one of his biggest fans. When we started in 2012, 2013, nobody knew about SaaS, anything. I became like the biggest geek on SaaS.

I'll tell you something funny. You mentioned Jason Lemkin. Don't tell me you cold emailed him and he didn't respond. No, no, no. One of the reasons I didn't reply to your email is that I don't use email. But I actually met Jason a few years ago. I was one of his biggest fans. When we started in 2012, 2013, nobody knew about SaaS, anything. I became like the biggest geek on SaaS.

I'll tell you something funny. You mentioned Jason Lemkin. Don't tell me you cold emailed him and he didn't respond. No, no, no. One of the reasons I didn't reply to your email is that I don't use email. But I actually met Jason a few years ago. I was one of his biggest fans. When we started in 2012, 2013, nobody knew about SaaS, anything. I became like the biggest geek on SaaS.

I read every article he put on SaaS. You know, he wrote answers on Quora, if you remember. I remember I went to Roy and I told him, look, you know, I read an article from Jason. He said that when you get to 1 million, You need to get to 10 in four quarters. And then once you get to 10, you need to get to 100 in like, I don't remember, like five or six quarters. And I said, look, we have to do it.

I read every article he put on SaaS. You know, he wrote answers on Quora, if you remember. I remember I went to Roy and I told him, look, you know, I read an article from Jason. He said that when you get to 1 million, You need to get to 10 in four quarters. And then once you get to 10, you need to get to 100 in like, I don't remember, like five or six quarters. And I said, look, we have to do it.