SaaS Interviews with CEOs, Startups, Founders
Zero to $1m in 12 Months, how he used personal brand to scale SaaS Fast
22 Aug 2023
Chapter 1: What is the journey of building Juggle from a tech agency?
You are listening to Conversations with Nathan Latka, where I sit down and interview the top SaaS founders, like Eric Wan from Zoom. If you'd like to subscribe, go to getlatka.com.
We've published thousands of these interviews, and if you want to sort through them quickly by revenue or churn, CAC, valuation, or other metrics, the easiest way to do that is to go to getlatka.com and use our filtering tool. It's like a big Excel sheet for all of these podcast interviews. Check it out right now at getlatka.com. 20 years ago, he launched his agency, Cap Digisoft.
He says he always wanted to launch a product that would impact millions.
Chapter 2: How did Arun finance the initial stages of Juggle?
He's now building Juggle. They're doing $100,000 a month in revenue up from almost nothing just a year ago. He put in $250,000 up front to get it going and then raising $3 million right now. $2.3 million already wired on a $15 million valuation, burning $100,000 a month in per month right now, but doesn't concern him. He's got plenty of runway. Team of 24, 15 engineers.
Again, a platform that helps you motivate, track, and measure employee engagement. Hey, folks. My guest today is Arun Kumar. He's building a tool called Juggle. That's J-U-G-L.com. It's employee and client success management platform.
Chapter 3: What unique challenges do non-tech business owners face?
Arun, you ready to take us to the top? Oh, yes, sir. All right. Whenever I see a startup founder where they've got two jobs listed as present on their LinkedIn, I'm always curious. So you're doing Juggle, but you also have capped Digisoft Solutions for the past 20 years. How do these things fuel each other?
Yes, CapDigisoft is my first business I own. It's a tech company. I have our own 400 employees working globally in operating from four countries. But I'm always passionate about product.
Chapter 4: How does Juggle improve employee engagement and productivity?
Through product, we can be able to impact a hundred times or a thousand times more than what you do through service industry. So we found a bigger opportunity, and I formed a dedicated team for Juggle. And Juggle is a separate entity. And we raised the funding, and it's going great. And by the way, thanks for having me on your show.
Of course. You've been doing Capture Yourself, though, for almost 20 years. Juggle has been only three years. I love a story where a SaaS founder found a need via their agency. Is that the pattern you fall into here? Is Capture Yourself an agency, and that's how you discovered the idea for Juggle?
I would say yes and no. I found this myself personally or not my team or anybody because I know I want to form the product. Again, to keep it a story interesting, through CapDigisoft, always I invest under two quarter million every year to find the product which can impact millions of businesses. And Juggle is my fifth try on those process.
So every time I invest, I learn something and I decided, okay, I'm not going to impact millions of businesses from this product. So I scaled down or I close. So Juggle is my fifth venture like that. So I always explore, I always explore, invest.
All right, let's talk about Juggle.
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Chapter 5: What is the pricing model for Juggle's services?
Give me a customer story. How's a customer using you today?
You know, Juggle is mainly designed for non-tech business owners, right? And countries like Asia, Middle East, Central America, those people are non-tech business owners. They don't have a proper tool to manage employee efficiency, employee communication, task force. They are not. And they are not tech-savvy business owners either, right?
So they are generally using the available tools like WhatsApp and then Telegram. They're using those tools, but those tools are not efficiently designed to manage employee communication and employee productivity. So the problem, what we're trying to solve is like, you don't, again, when you introduce a new product like Slack and Microsoft team, it is a painful process for them.
Chapter 6: How did the first customer acquisition happen for Juggle?
Mainly they're getting user adaptation because the users are non-tech people and the interface is different. The habit is different. Approach is different. So they miserably fail when they introduce this kind of tools.
So Varun, can you give a real example? Can you name a company in Central America that's using you?
yeah so that is a that is a company called bamboo they have uh 200 employees they their business is managing um the building they construct the apartments they construct the shopping complex and manage it and we have our office central america office in that building so they are the first customer in central america who are up to us so there's 200 clients and they're using whatsapp for communicating between employees
Interesting. Now, is Bamboo, are they representative of your average or median customer today? About 200 employees?
Chapter 7: What strategies did Arun use to scale Juggle rapidly?
Yes. 200 employees is my average. That is my average customer size, employee size per organization.
Okay. And then give me a sense of how you price. What's a company like Bamboo going to pay you on average per month or per year to use your technology?
So before the pricing, I want to talk about what is the impact Juggle is giving so that you can- Well, Arun, sorry.
My audience is extremely data-driven and they're technical. So I understand you want to talk about impact and all that. Let's talk about that towards the end though.
Chapter 8: What lessons did Arun learn about startup growth and market adaptation?
So on average, what are these customers paying you per month or per year?
It is anywhere between $3 to $5 per user per month.
Okay. And now that we have that, so let's talk about the impact. How are you measuring the impact Bamboo is having by using Juggle on their 200 employees?
All right. Let us say they are paying $2,000 per month salary per employee. That is a ballpark price. And Juggle will impact and improve 10% of their productivity increase. We claim up to 40%, but I'm talking about minimum. That means they are gaining $200 more productivity from the employee. So when you do the comparison, when you get $200 more productivity, paying $5 is no brainer for people.
Yeah, but people have to believe the number you gave about productivity gains and increases, right? So like people that don't know you well would say, well, how do you measure 40% increase, right? How do you measure?
We have a free trial, 30 days, and we give a complete use case. We take one department. We implement Juggle, and then we also tell them how to measure that 10% to 20% productivity increase.
How do you know what their baseline productivity was to know that you improved it 200%?
Because we give them a blueprint of how you can measure the productivity before Juggle and after Juggle.
But what is the productivity metric? Like, you know, gallons of water, for example, or number of API calls, or what is the actual thing you're measuring?
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