Gil Allouche

This also happened at the same time.

Have you ever been in a situation as a founder where you're worried about your runway?

I couldn't sleep during that time.

We had less and less money in the bank.

And although we had product market fit, we had a repeatable sales cycle.

The same kind of customer, the same kind of pitch, roughly the same amount of revenue,

But the bank account went down and down and down.

And investors wouldn't take my money.

Not the good investors.

I had a bunch of sharks who thought it were bleeding and would give us terrible term sheets.

But no good investors wanted to put their investment on the table.

And so in one day, I've decided that instead of trying the same thing, trying to raise money with the same story that I have, product market fit, et cetera, I have to take ownership on the future of the company.

And so we decided to cut enough of the spending.

And I'll show you exactly what tactics we did.

What we took such aggressive measures

to make sure that next time we go fundraising, we don't need the fundraise.

And when you don't need the money, when you go to an investor and you tell them, this is happening anyway, you are invited to join us for this journey, the conversation is very, very different.

You talk to different people, much kinder people, and you get term sheets that you're proud of, not something that you're ashamed to go to your board with.

So what did we do?

First things first, the decision that many people don't like to do, cut expenses.