Matthew Bellows

And the reason why that is, is twofold.

One is before that, it's very, very hard for a buyer to take a risk on a new product.

But if the CEO or one of the founders is in the room, you know, telling you about the passion behind the idea and where they're going to take it, that carries a lot of weight.

The converse of that is that the CEO or the founder has a tremendous built-in advantage to selling.

So you're not really sure this will scale.

until you can bring in about a million dollars revenue yourself and at that point then you go to the sales people and you say hey here are the logos i brought in like and the the sales person's thinking of themselves oh my gosh if that guy can bring in a million bucks with these good logos i'm gonna kill it and that's exactly the kind of dynamic you want so that's great you gotta do a bunch of it yourself yeah yeah and give us a sense now of total size uh i mean to the extent that you can i mean maybe how many paying customers are you guys at currently

So we have about, like you said, 750,000 registered users.

And I don't think we've announced recently the number of paying customers, but I do know Harvard Business School did a case on Yesware where we talked about this being about a $7 million company that was about a year ago.

Yeah, exactly.

We'll be on 10 right now.

No, we're above 10 now.

Yeah, it's a very good question.

And it's something that we didn't really have to think about too carefully at the beginning because we focused on the Google Apps ecosystem.

We're building product for companies in the Google Apps world, which is about 5% of our total market.

So we didn't have to specifically pick a target market.

Now that we're also in Outlook, we needed to pick.

And so our...

The target market is customers, companies with 1,000 to 2,000 employees, 200 to 300 salespeople.

And those are companies that we go after aggressively.

We can do a little bit smaller companies.