Gil Allouche

But I met all of them and learned that for some of them that were about to churn, a piece of the product was still relevant to them.

So we launched a mini version of the product and were able to maintain some of the GRR, some of the retention.

We did a bunch of other measures.

For example, every campaign that I had, every marketing campaign that I had, had all the way to revenue ROI, return on investment.

I made sure that every campaign that we have generates revenue, not just pipeline, not just leads, but actually goes all the way to revenue.

And so we were able to focus and then quadruple down on what was working.

And so that was kind of the measures we took.

From here, I can tell you,

We got into break even.

You don't see it here.

That was the previous presentation.

But we got all the way to, I think, 25 grand in the bank.

It's like not a lot of money in the bank.

Almost going under and then slowly going up.

From that moment, I was able to get 200K in accounts receivable debt.

From that, I was able to get 300K in convertible note.

And then $2 million raise.

And then $4.5 million right after that.

So being a sustainable company...

chills out investor.