Michael Kamleitner

There is definitely a way to do that and that would be like to either split up both products from the parent company and find a good co-CEO or some other way to split roles because I totally agree with you.

What's the other product do?

That's a social media management tool.

Like Hootsuite?

Yeah, like Hootsuite, but more on the enterprise side of things.

So bigger companies, bigger teams using our product, but it's comparable to Hootsuite.

Well, I see the value of each product way higher, quite honestly.

And I don't see the need for that.

I mean, I see a clear possibility to do this split and then, for example, go the venture route with one of both products or who knows, maybe with both even.

That is absolutely correct.

That is what I learned the hard way in the past months or years.

I totally agree.

But that's why I say the condition would be, of course, to do a split first, find someone capable, maybe from inside the team to step up in the CEO role for one of both products or find someone from outside and then really have to split.

And only then you are completely right.

The VC route is at least theoretically thinkable.

Well, I can't share that with you, honestly, because I really don't have the number from top of my mind.

What I can tell you is that this is a great business to grow through various channels, from content marketing to paid acquisition.

Well, I can look up the CAC.

I really don't have it from top of my head.

It's obviously way, way, way lower than the lifetime value of a customer.