Guillaume Moubeche

The second product is a product we actually sold, and it was, I think, a year and a half after Lemlist. So what revenue are we at there, like 500K?

The second product is a product we actually sold, and it was, I think, a year and a half after Lemlist. So what revenue are we at there, like 500K?

The second product is a product we actually sold, and it was, I think, a year and a half after Lemlist. So what revenue are we at there, like 500K?

Yeah, that's a very good question. Focus is my enemy. I'm more like Mr. Chaos, but it took me years of psychotherapy to realize it.

Yeah, that's a very good question. Focus is my enemy. I'm more like Mr. Chaos, but it took me years of psychotherapy to realize it.

Yeah, that's a very good question. Focus is my enemy. I'm more like Mr. Chaos, but it took me years of psychotherapy to realize it.

I don't think it as something really bad, to be honest, because if you had to say that in 2018, in a market where you have sales loft outreach were around for three, four years, and then hundreds of other competitors who have raised like tens of millions, that a French company out of Paris would have like thousands of customers in the U.S. be international worldwide.

I don't think it as something really bad, to be honest, because if you had to say that in 2018, in a market where you have sales loft outreach were around for three, four years, and then hundreds of other competitors who have raised like tens of millions, that a French company out of Paris would have like thousands of customers in the U.S. be international worldwide.

I don't think it as something really bad, to be honest, because if you had to say that in 2018, in a market where you have sales loft outreach were around for three, four years, and then hundreds of other competitors who have raised like tens of millions, that a French company out of Paris would have like thousands of customers in the U.S. be international worldwide.

grow to like 28 million in AR and 10 million in EBDA in like six and a half years. Yes, this is totally unrealistic. It's against the odds. So I think sometimes you truly need to dream big and be realistic if you want to achieve something that very few have done in the past. When has being unrealistic hurt you? I think I got cocky eventually or too confident.

grow to like 28 million in AR and 10 million in EBDA in like six and a half years. Yes, this is totally unrealistic. It's against the odds. So I think sometimes you truly need to dream big and be realistic if you want to achieve something that very few have done in the past. When has being unrealistic hurt you? I think I got cocky eventually or too confident.

grow to like 28 million in AR and 10 million in EBDA in like six and a half years. Yes, this is totally unrealistic. It's against the odds. So I think sometimes you truly need to dream big and be realistic if you want to achieve something that very few have done in the past. When has being unrealistic hurt you? I think I got cocky eventually or too confident.

What hit me hard was growth is not exponential. When you have like an exponential growth, it's actually not mathematically, it's never truly an exponential. It's always a S-curve. And the companies that maintain, you know, and that make it look like an exponential are the ones that were smart enough to plan for the next X curve. And we weren't.

What hit me hard was growth is not exponential. When you have like an exponential growth, it's actually not mathematically, it's never truly an exponential. It's always a S-curve. And the companies that maintain, you know, and that make it look like an exponential are the ones that were smart enough to plan for the next X curve. And we weren't.

What hit me hard was growth is not exponential. When you have like an exponential growth, it's actually not mathematically, it's never truly an exponential. It's always a S-curve. And the companies that maintain, you know, and that make it look like an exponential are the ones that were smart enough to plan for the next X curve. And we weren't.

And we weren't because eventually I got too cocky and I was so confident that everything we would do, that our top of funnel and that our market was so big that no matter the core problem we had from the wrong targeting and the high churn of certain segments, no matter what we would do, we would always find more and more customers.

And we weren't because eventually I got too cocky and I was so confident that everything we would do, that our top of funnel and that our market was so big that no matter the core problem we had from the wrong targeting and the high churn of certain segments, no matter what we would do, we would always find more and more customers.

And we weren't because eventually I got too cocky and I was so confident that everything we would do, that our top of funnel and that our market was so big that no matter the core problem we had from the wrong targeting and the high churn of certain segments, no matter what we would do, we would always find more and more customers.

Like the bucket can be leaking, but if your top of funnel is always bigger, there is no issue. And this is when I got cocky. This is when it hurt us. And this is where we faced like a plateau. What happened specifically? What happens is your company from a day to another start plateauing. You don't see this two digit month over month growth rates.

Like the bucket can be leaking, but if your top of funnel is always bigger, there is no issue. And this is when I got cocky. This is when it hurt us. And this is where we faced like a plateau. What happened specifically? What happens is your company from a day to another start plateauing. You don't see this two digit month over month growth rates.