Guillaume Moubeche

And what we had to do at the time was start understanding the core metrics for us. And that's why, you know, I mentioned Churn a bit earlier. It was understanding what is the persona that is not churning, meaning what is the persona we're bringing the most value to. And that persona were actually like sales team over like four people.

And what we had to do at the time was start understanding the core metrics for us. And that's why, you know, I mentioned Churn a bit earlier. It was understanding what is the persona that is not churning, meaning what is the persona we're bringing the most value to. And that persona were actually like sales team over like four people.

So when a sales team has more than four people, we realized that the net retention was over 100% monthly. Whereas when it's like a founder or a marketer or like the first employee of a startup, the churn can be up to like 15% monthly because... Obviously, these guys, by definition, sometimes their business doesn't work. Sometimes they can't find customers. Sometimes X, Y, Z reason happen.

So when a sales team has more than four people, we realized that the net retention was over 100% monthly. Whereas when it's like a founder or a marketer or like the first employee of a startup, the churn can be up to like 15% monthly because... Obviously, these guys, by definition, sometimes their business doesn't work. Sometimes they can't find customers. Sometimes X, Y, Z reason happen.

So when a sales team has more than four people, we realized that the net retention was over 100% monthly. Whereas when it's like a founder or a marketer or like the first employee of a startup, the churn can be up to like 15% monthly because... Obviously, these guys, by definition, sometimes their business doesn't work. Sometimes they can't find customers. Sometimes X, Y, Z reason happen.

Yeah, I 100% agree. I think like the best companies for me are the ones, you know, who have like a very specific use case. And that's where we're heading right now. It's like we know that from, let's say, 40 from from sorry, four sales rep to 100 sales rep. We know that we're the best tools on the market and we're building it right now.

Yeah, I 100% agree. I think like the best companies for me are the ones, you know, who have like a very specific use case. And that's where we're heading right now. It's like we know that from, let's say, 40 from from sorry, four sales rep to 100 sales rep. We know that we're the best tools on the market and we're building it right now.

Yeah, I 100% agree. I think like the best companies for me are the ones, you know, who have like a very specific use case. And that's where we're heading right now. It's like we know that from, let's say, 40 from from sorry, four sales rep to 100 sales rep. We know that we're the best tools on the market and we're building it right now.

You know, it's like we're we're doing everything to build that for the current economy.

You know, it's like we're we're doing everything to build that for the current economy.

You know, it's like we're we're doing everything to build that for the current economy.

At the time, I think we were on like 13 or 14 million in annual recurring revenue.

At the time, I think we were on like 13 or 14 million in annual recurring revenue.

At the time, I think we were on like 13 or 14 million in annual recurring revenue.

Yeah, so I always receive because the thing is like I've been building in public since day one. So I share like revenue metrics, etc. And obviously that attracts some investors. But when you're high in EBITDA, like I had to learn about what secondary meant and what cash out meant.

Yeah, so I always receive because the thing is like I've been building in public since day one. So I share like revenue metrics, etc. And obviously that attracts some investors. But when you're high in EBITDA, like I had to learn about what secondary meant and what cash out meant.

Yeah, so I always receive because the thing is like I've been building in public since day one. So I share like revenue metrics, etc. And obviously that attracts some investors. But when you're high in EBITDA, like I had to learn about what secondary meant and what cash out meant.

Because for me at the time, the only thing I saw was like fundraising, meaning you take money and you put it in your company's bank account and then you spend it to hire more people, etc., But I felt like it was not the solution for us. I don't think that hiring more is always the answer to growing faster. And actually, I think sometimes it's the opposite.

Because for me at the time, the only thing I saw was like fundraising, meaning you take money and you put it in your company's bank account and then you spend it to hire more people, etc., But I felt like it was not the solution for us. I don't think that hiring more is always the answer to growing faster. And actually, I think sometimes it's the opposite.

Because for me at the time, the only thing I saw was like fundraising, meaning you take money and you put it in your company's bank account and then you spend it to hire more people, etc., But I felt like it was not the solution for us. I don't think that hiring more is always the answer to growing faster. And actually, I think sometimes it's the opposite.