Olin Hyde

both from a governance perspective and leadership team, to take the company to $100 million in revenue in less than five years.

We have 90 lifetime customers.

We have about 55 on this current product line.

Well, it's interesting.

We actually do something called cohort vintage analysis, where we look at how the revenue and behavior of our customers change based on when they sign up.

And so we've gotten much better at selecting customers that will rebook, and we've gotten much better at saying no to customers that we think will be a one-time only customer.

So our rebooking rate has gone up dramatically since January.

What's the expansion, though?

Well, the revenue, the average order size in January was around 5,000, and now we're at 20,000.

So it's gone up substantially as we've gotten better at selecting customers.

Well, I was in San Francisco and got in an Uber ride with a venture capitalist, and he said no to me.

He was unfortunate to meet me on the street.

We rode from Market and 3rd Street to Palo Alto, where I was pitching my ass off.

And he kept on saying no, no, no, no, no, but he gave me a customer.

just to get rid of me.

And I think he now calls me Mr. Relentless.

So far, they've been worth about $40,000.

And they've rebooked with us four times.

I'd much rather have them as a customer than have his money as a VC.

No, and I think that those margins, the really super high margins, 85%, 90%, are not necessarily sustainable for the long run.