How Dixa Reached $15M ARR and a $400M Valuation Through Acquisitions and Organic Growth (Interview with Co-Founder Mads Fosselius)

Introduction and Dixa Overview

Nathan Latka

00:00Hey folks, special edition today. We're excited for this. Entrepreneurs always wonder what is it like selling your company and then what's it like post acquisition? Well, we have a unique experience today with Mads from Dixa and Erik from SolveMate. Dixa recently raised a new round of capital and a big tranche of that capital is dedicated towards M and A. He chose to, Mads chose to and Dixa team chose to go acquire Eric at SolveMate, which we

00:21also have here live. So guys, we're gonna have fun today. Thanks for taking us out. Thanks for joining.

Mads Fosselius

00:25>> Thank you so much, Nathan. Great to be here again.

Nathan Latka

00:28So Mads, let's work backwards and Erik will then loop in SolveMate as we work backwards. Mads, you needed to obviously fund this acquisition. And I think last time we spoke, in terms of focus, you were really focused on call center support desk and tickets. Give us an updated view of Dixa's products here for folks who are not familiar with the website.

Mads Fosselius

00:47>> Yeah, definitely. So Dixa is a next generation customer service platform just as you said, Nathan. And of course, we have been changing the way customer service works and brands typically consumer brands, but also B2B the last two years. And we are disrupting the way you do it on a typical ticketing base. We are doing it in a conversational way, in what we call customer friendship. So all the conversations across all channels, we are equally strong at

01:16>> all channels, phone, email, live chat, messaging, Facebook Messenger, WhatsApp, and the list continues. And then we use the customer data and the channels to basically build strong bonds across all these different experiences. So that's kind of the core of Dixa. And what we're going talk about today is how we've expanded what we call internally at Dixa, the effortless trinity. So I'm looking forward to talk a little bit more about that.

Nathan Latka

01:44The effortless trinity. Eric, this seems like he's holding up to a very high standard. Effortless trinity seems like a big call to action. We'll loop that in here in a second. Mads, pre series what was it? What was it? A series c. Right?

Mads Fosselius

01:57>> Pre series

Nathan Latka

01:58and pre the acquisition of both SolveMate and I can't remember the other one. What was the other company you acquired?

Mads Fosselius

02:04>> Elevio, an AI knowledge base from Melbourne, Australia. Yeah. Okay. Back in February last year.

Nathan Latka

02:10So pre both of those deals, what did you grow on the customer base to just number of businesses on the platform?

Customer Base Before Acquisitions

Mads Fosselius

02:16>> So just around a thousand customers, including both the very small ones we had in the beginning, we were starting out as an SMB, and then gradually into more mid market where we play today and even enterprise to some extent.

Nathan Latka

02:29And then let's sort of reverse engineer, right? So to fund these deals, you raised a Series C, how much was that for?

Series C Raise and General Atlantic

Mads Fosselius

02:35>> It was $105,000,000 Series C led by General Atlantic, but also with all the existing investors chipping in on their pro rata and more. So a significant round for us, and also with General Atlantic being a partner that is used to, of course, a heavy hyper organic growth, but also sometimes with an M and A agenda.

Nathan Latka

02:56Yeah, so split the 105,000,000 down for me, how much was earmarked for M and A?

Mads Fosselius

03:01>> So, no specific amount was actually earmarked for M and A because General Atlantic and existing investors actually are able to allocate extra funds to projects like the one we've been through, the double acquisition here and the acquisition of SolveMate specifically. So the good thing is there's no real boundaries, but around what we can use. But of course, every company tries to preserve the cash for the organic growth for opportunities coming ahead. But we have had opportunities

03:34>> where we actually been able to preserve a lot of that cash and make other facilities for these acquisitions.

Nathan Latka

03:41Oh, what's going on there, YouTube? Good to see you guys. Now imagine this. You love watching these interviews with SaaS founders, but imagine if we all of the valuation data out from over 2,807 interviews I've done manually. Saves you a lot of time. Well, we've done this. We've built it into the beautiful interface inside of Founderpath. Check this out. I'll show you how you can access this in a second, but you log in, you connect your

04:05Stripe account, you see your valuation real time. You can see what it changed over the past eighty eight days and even set goals for valuation this year. Now the secret evaluation is there's many different ways to value a SaaS business. So the reason you're gonna see three or four different valuations inside of your Founderpath dashboard, this is all free by the way, is because depending on who's doing the buying of your SaaS company, you're gonna get

04:29a different valuation. A VC is gonna pay a different valuation, Private equity firm is different. If you're gonna do a minority sale, that's different. And if you sell the whole business, that's a different valuation. You can see all those when I hover over here, right? So the teal is what a VC would pay. Yellow is what private equity And red is if you sold the whole thing outright. Now what's cool about this is this is not

How the $105M Was Allocated

Nathan Latka

04:51built off random data. Again, you guys hear these interviews on YouTube. All these datas are built from real time valuation data points founder share with us on the show. So traction 1,200,000 seed round 3.7 raise. They sold 22% of their business. Go in here and filter by the event. Maybe you only wanna see companies that have sold the whole business. Well, here are a bunch that have been acquired the valuation and the multiple. Maybe you're going

05:17out right now and you're raising your seed round. We'll go in here and look at all this recent seed deals that went down, what they raised, what valuation they raised at and what percent that they sold. There's never been a larger dataset of SaaS valuations than what you can get now inside of Founderpath. And we're thrilled to bring it to you. All right, we're gonna go back to the YouTube video here in a second, but if

05:39you wanna check this tool out, if you wanna jump in and sign up, you can check it out for free to get your valuation at this link. This link, founderpath.com/products/valuations. Or if you go to founderpath.com and hover over products, click on get your valuation here, and go ahead and sign up to give it a whirl. Again, all that valuation data live right inside the platform. I hope to see you there. Alright. Let's jump back into the

06:05interview. So I guess the only other place that 105,000,000 could have gone if it didn't go to the balance sheet was and you've been around since 2016, so you have early employees obviously that are going mad, when do we get some liquidity here? We believe in the vision, but we want to go buy a house, can we get some liquidity? Did any of this go to secondary?

Secondary Sales for Founders and Early Employees

Mads Fosselius

06:21>> Yes, a small amount went to secondaries for, as you just said, founders, some founders, early employees, some very the first business angels taking a little bit out for house or apartment or for savings.

Nathan Latka

06:37So, little, 10% of the round, fair to say?

Mads Fosselius

06:41>> Yes, that's fair to say.

Nathan Latka

06:42Okay, now let's loop in product strategy, M and A strategy. So when did you first realize, you know what, M and A is a strategy we want to use to grow and then how did you go about finding companies like Erik and SolveMate? I imagine you looked at a lot of them, Eric's obviously closed, but how did what was the process like?

M and A Strategy and Finding SolveMate

Mads Fosselius

06:57>> Yes, so first of all, the first part of this strategy actually started one and a half years ago, a little bit more, discussing it with our existing board and investors and in the management team. So we know that we had some really, really strong partners in the ecosystem, so our approach is actually kind of a luxury approach because we know the companies very well. Of course, we have several partners within knowledge base, several partners within chatbot

07:23>> automation and so on and so forth. We quite early realized that we have to invest a lot into the core of our platform, routing, automations on the conversation side. However, there is some really, really core tech and talent, plus a go to market angle, we don't have to, always have to remember, which is difficult in an ecosystem, that we probably would able to be able to build ourselves at some point, maybe, but it's a big maybe,

07:53>> so a lot of risk, there's a lot of talent and leadership that we would have to organically drive. And time to market disrupting one of the largest service software industries in the world, like the customer service industry. It's a 300,000,000,000 industry if you include CRM and some martech. You have to move very, very fast. And you're to have to get the best on board, both from people and a product, and hopefully, day a profit side. So, with

08:19>> Elevio, that was actually the first corner of our effortless trinity, the triangle, so to speak, where we added knowledge and data into the play. We, historically, we've collected a lot of data. We want to help agents, customers, end customers in real time. We haven't been able to do that ourselves, but then we got Elevio on board. We started the journey in our own effortless strategy to make customer service effortless for customers and consumers, agents and admins.

08:50>> And of course, one of the very, very big and important next steps in that is the automation chatbot intelligence piece of that trinity. So it's actually not

09:02>> an opportunistic approach. It's been there for a long time. Of course, we have to have the funds and the backing to make such a big move for a company of, at that point, 200 employees or so.

Nathan Latka

09:16And 200 employees, Mads, then and about how much revenue? I mean, were north of what ten, eleven, twelve, thirteen in ARR, something like that?

ARR at Time of Series C and Today

Mads Fosselius

09:24>> No, we're north of 15. So, yeah.

Nathan Latka

09:28At that point, north of one five at that point?

Mads Fosselius

09:32>> The point with funding or when we acquired the first company?

Nathan Latka

09:35When you when you closed the series C, you had about 15,000,000 in ARR?

Mads Fosselius

09:39>> No, that no, no, that was that was that was around $10, $11 as you mentioned there. Correct.

Nathan Latka

09:43Yes. But today, own post acquisitions to 15?

Mads Fosselius

09:47>> Yes, and most. Between rapidly.

09:52>> Next level is between fifteen and twenty, then you can Yeah, yeah, fair. Some numbers there, right? Now, so we're growing rapidly, yes, but we are also using the right amount of time for integrations, especially on the people side and the product side. And that will maybe for a quarter or two take a little bit momentum out of your hyper growth, but it's very, very big investment for us as a product led company.

Nathan Latka

10:18So let's go

10:18let's go over to Eric real quick, Mads. So so Eric, you know, Mads talks about talent, saving time, getting to market faster, go to market arbitrage. How how what was sort of I guess, let's just start with team size. How many folks were on SolveMate before you started talking to Mads? 35. And how many engineers?

10:36Half of that. More than half of it.

10:38Okay. Okay. So there's maybe a play there. And then let's talk about go to market real quick. Did you feel like you had some arbitrage on your go to market strategy? Were you already upselling Dixa to your customer base?

10:48Yeah. So maybe one step back. You know, Mats talked about the effortless trinity, and it's very clear that automation goes together even better if integrated well into the CRM or CCaaS system where the agent works. So we have been working with more than 10 CRM systems over the past years because if the bot cannot help, it needs to be integrated. And even if the bot can help, an integration helps significantly to improve the bot experience. So

11:16we have known the Dixa folks for quite some time and vice versa. And of course, this is very helpful for all clients to be together with a bot vendor. So

11:29yes, we helped each other out as we were doing joint marketing.

11:34With Dixa, there was a really great fit when it comes to company vision, which I think is very important. They were very ambitious as solve leaders. There was an awesome tech fit, you know, basically working together is instantly, we all kind of work the same main work tools. And very importantly, a cultural fit is important to see when selling a company to another bigger tech company, because of course, we were talking to many vendors out there.

11:59And when you So when you look at your customer size before the acquisition, how many customers did SolveMate have?

12:07We had a two digit range.

12:10Okay, so like 10 to 99?

Mads Fosselius

12:11>> Yeah.

Nathan Latka

12:12Okay, so these are just like an enterprise motion and this wasn't like a low ARPU, high volume.

SolveMate Team Size and Go-to-Market

Nathan Latka

12:19No, we have a very high ARPU. We were typically charging more for our automation than the CRM or ticketing or CCaaS vendor. Know ticketing is of the past, so we're talking about conversations. We were typically charging more than the system where the agent is working in every single day. The automation is creating such a high value for the end customer and for the company and for the agent.

12:43Are we talking like $10,000 a year sorts of contracts or $100,000 year?

12:47Around $30,000 Interesting.

12:49So Mads, how did you evaluate that? So, you know, someone like, let me just find an example, Someone that like like Dialpad, right, might go acquire another company like UberConference because UberConference has a million users that pay a dollar each and UberConference can be cross sold into Dialpad's user base. That does not look like that was a strategy here. It sounds like Eric already had proven he built a piece of tech people are willing to pay

13:1130 k a year for. Was the motion more how do you upsell SolveMate to Dixa's user base and drive ARPU expansion?

Mads Fosselius

13:18>> Very, very good question, Nathan. Actually, it a double thing we're doing here. We're doing things in parallel. We want to keep the momentum of the great growth the SolveMate has built with great customers, a number of customers that we are not the platform for yet today, And also respect there are many platforms out there that are doing a great job for different types of businesses. And we really want to leverage that to

13:47>> stay in the game to be the best automation chatbot vendor. But of course, in parallel, are integrating

13:56>> the technology, the know how, the product deeply into the platform. But if you use all your time and just merging things together from a go to market perspective, you will lose a lot of the great momentum that's created both in Dixa and SolveMate. So we are doing both. Maybe we're not going to do that forever, but today from a product perspective, and of course, you have to have priorities on the standalone roadmap versus the combined

14:19>> roadmap where it's an integration. For instance, a very down to earth, but a very strategic move for us is that we just launched Dixa Messenger. It's, with no disrespect, we call it an intercom killer because it's taking basically live chat messaging and bringing it to a whole new level with typically brands that have many channels and many conversations back to idea. And of course, the lever you're from a knowledge base perspective, self serve knowledge, guides, and

14:52>> of course, the chatbot that can warmly handle between an agent in Dixa, and back to the consumer, and back and forth again, is a very natural project that is very strategic to us that we are doing second half. So coming already as a big outcome of the integration between Dixa and SolveMate. On the go to market side, we will probably stay in dual mode for the foreseeable future.

Nathan Latka

15:17Eric, when you were going into this deal, you know, preserving optionality for founders is something I'm a big fan of, you know, for every one Dixa that's raising a lot of capital going for the moon. You know, there's a thousand we never read about where the founder is doing $2, $3, $4,000,000 in revenue, slow growth but profitable, living a great life, right? How do you preserve your optionality up to that point or had you raised a bunch

15:37of VC?

15:39We've raised, I would say, we were pre series A, so we've raised a few million of professional seed capital. And the alternative to being acquired would have been to raise an eight digit series A round and to grow the product organically. And it's always a question on the In German, there is a saying called the duff on the roof or the sparrow in the hand. And I think as a founder, you should have the product and

16:05the company in mind. The company is just on a very big acceleration when joining forces with Dixa and making our awesome product available to significantly more clients over time. So from a company perspective, there's a very good fit. And from a professional investment perspective, that's always a question of do you want to sell early or go on building for a few more years? That's a purely financial investor decision, which my investors needed to take.

16:32Yep. Now, Mads, in your announcement on the website, you articulated you spent, I believe 43,000,000 it was for both SolveMate and Miuros. What was the breakdown there? Can you share how much that was SolveMate versus Miuros?

Mads Fosselius

16:44>> Unfortunately, we cannot. That's confidential information. So I get if I get you

Nathan Latka

16:48both if I get you both to agree to it, we can share?

16:53>> No.

16:53Now we

16:54I think it was decided to not share the breakdown.

Mads Fosselius

16:56>> Yeah.

Nathan Latka

16:57That's and we

Mads Fosselius

16:58>> have this and now we have the same board in the investors.

Nathan Latka

17:00Yeah. Yeah. Well, I guess, let me let me I can still ask some sort of a question through here without having to know the exact amount. Right? So obviously, with deals like this, you know, Eric, if you believe in the growth of Dixa, you want Dixa stock, but you've also been a building solid mate for many years. You'd love to also cash out as well. So how did you guys negotiate the total deal price and what

17:17you know, there's a big difference between the deal value and the deal terms, cash up front, earn out, you know, consulting fees and kickbacks. Eric gets on the side for sticking around, building the handcuffs, all that stuff. How did you guys negotiate that? I think Dixa they both they both wanna answer at the same time.

17:32We should get Eric first.

17:33Yeah, probably. I think Dixa is very experienced in doing M and A, and not only because the chief revenue officer has been doing this for a living before, but they were very smart in, of course, having a cash portion, having a stock option. There is vesting. And I think the most important thing, you shouldn't talk about cash and shares, you should think about creating a joint vision and motivating the company. So if there is fit between

17:58the companies, you want to stay and you want to build something awesome.

Deal Structure: Cash, Stock, and Vesting

Nathan Latka

18:02Again, you, Eric, obviously have employees too that maybe had equity early on. I imagine if you're doing raises, investors required a ESOP pool, 10%, whatever. You also have to manage their psyche around cash today versus future earn out and selling them on Dixa stock, right? So is this something, mean, you able to share maybe a ratio was 40% cash upfront and 60% or whatever the deal value was in Dixa stock? Are you able to share that

18:25breakdown? Leaving that too much, if you will.

Mads Fosselius

18:28>> Yeah, that's that's it. They're so fine. It it Elevio, SolveMate, etcetera, is is of course different. We respect the existing investors. Some investors want to join, some investors want to go out for various reasons. So we have a very, I would say, balanced and holistic approach to this. But as a starting point, we want to balance them as fifty-fifty as possible, because we believe it's important for the future value that we are creating together. It's

18:55>> very important, of course, to empower and retain talent, and especially leaders and founders. So as Eric is talking about, this approach goes only works if we are aligning on the future vision. And if we're seeing, you know, Jorgen and Erik, for instance, for SolveMate as my new co founders, which they are, that is how, that's the approach we do. And we can do that because we are not 3,000 people, we are now 300 great dixitarians, all

300 Dixitarians and Integration Approach

Mads Fosselius

19:22>> of us, coming from Dixa, Elevio, SolveMate and Miuros from the acquisition we did in France as well at the same time. And I think that is equally important, but then yes, we are in many ways on the same journey, and we are quite strict on that. So of course, we had luxury of knowing many, many companies in the ecosystem, and the one that we really wanted was also the one we joined forces with. But if, for

19:50>> instance, Eric and Vanessa said, no, we only want cash, or we only want shares for that matter, then we would have a challenge because that's also kind of the

20:01>> go to M and A strategy we have from our board and investors, which is we believe is the right thing and very important. And as mentioned, Chief Revenue Officer Christian Dohlman and myself before have both sold our companies and acquired companies and seen what

20:19>> can you do well here and what have we really done bad and our fair share of mistakes. So we've learned from that and taking them into Dixa.

Nathan Latka

20:27And as you guys build customer value together, one way to measure how much value you're getting to customers is to look at your own valuation increase. Mads, you shared back when we had the SaaS stock interview, the 36,000,000 series B, I think it was in February 2020. You didn't give an exact number, but you said between a $100 and $200,000,000 valuation. Is it fair to say you sort of more than doubled that here on the series C?

Mads Fosselius

20:48>> Yeah, that's definitely fair to say that. More than doubled. Yes.

Nathan Latka

20:51That's great. So more than 400,000,000? Yeah. Amazing. So this is interesting. So, you know, we saw someone pursue a very aggressive strategy of M and A in Hopin, which is now sort of getting a lot of well, Johnny's in the news maybe for the wrong reasons. But he did I would say he did a brilliant job at basically buying his way to a $100,000,000 of ARR. Mads, it sounds like you've got a board that understands M

21:14and A inside and out. You're a well oiled machine to be able to do this. I mean, do you see a path to going out and raising another, whatever 250,000,000, 500,000,000 and effectively buying your way up to a $100,000,000 of AR if it fits in this this Trinity product strategy?

M and A as Product Strategy, Not ARR Buying

Mads Fosselius

21:30>> That is not our strategy, actually. Our strategy is definitely going for the people and product. And if we get, if that's an if, we get some, of course, some growth momentum into a go to market engine, standalone or combined, and there is some ARR included, of course, that is great, but it's a positive side effect.

21:49>> At this point, we are acquiring companies from the people and the tech and the IP and the product that serves our big, big goal and vision of creating our own category, creating what we call value experience and basically getting to not a valuation metric, but a value metric around customer friendship score.

Nathan Latka

22:06What is the Trinity Mads? What are the three points on the triangle?

Mads Fosselius

22:10>> So it's Elevio and it's SolveMate and it's Miuros and then the Dixa platform in the center.

Nathan Latka

22:15Oh, got it.

22:16I thought the Trinity was was product.

Mads Fosselius

22:18>> Okay. Got it. You're talking about three companies and then a hub and spoke model effectively.

The Effortless Trinity Explained

Mads Fosselius

22:23>> Correct. So, Elevio being the knowledge platform, SolveMate being the automation platform, Miuros being the customer intelligence or the intelligence platform, and then Dixa being the experience platform in the center. That's the yeah, that's the it's not a launched idea, but we are we're happy to share our our very we're very proud of that strategy, and we're seeing some great stuff coming out of that. What is the products coming out of that?

Nathan Latka

22:51When does the triangle turn into a square and a hexagon, and there's eight or nine other points around? And maybe the best way to answer this, how many term sheets do you have out right now with other founders are you looking to buy?

Mads Fosselius

23:03>> That is confidential, but I think it's safe to say that we don't. And I'm looking at Eric because Eric is taking care of this area with me and the leadership and Christian, our CRO. So I can see Eric is almost gets nervous. My official

Nathan Latka

23:18new role is called VP Strategy and M and A.

Mads Fosselius

23:21>> Exactly.

Nathan Latka

23:22I mean, what's your pipeline look like? I mean, without saying how many terms you I mean, can you give me some I mean, are you to how actively talking to 30 companies right now? Five companies? A 100? How do you manage M and A pipeline?

Mads Fosselius

23:32>> So, first of all, we have some areas that we want to look into in 2023. So, right now, we

23:40>> are always talking because either they are partners or they are new companies coming into the ecosystem, either as integration partners to us, or alliance partners, or because they have a process running, of course. We are open for receiving proposals, and we consider them, but we also have to say that in '22, we have enough to do on our organic engine, and the very, very important integration of SolveMate and Miuros. So '23, or when we're getting later

Future M and A Pipeline

Mads Fosselius

24:14>> in the year, I think we can have another talk where maybe we can we can open up for some of the areas that we are looking into in the future.

Nathan Latka

24:21We would love that. Guys, anything else you want to touch on before we wrap up with the famous five?

24:26All good. Love it. Alright, Mads. Famous five, first one. Favorite book?

Mads Fosselius

24:31>> Favorite book is Play Bigger,

Nathan Latka

24:35which

Mads Fosselius

24:36is

24:36>> a famous book around category building. It's book I've read some years back, recommended by Notion Capital, our dear investor, and then also our VP of Product Rob actually came with it some weeks ago, and I had to go through it again. So very close to what we're trying to do here at Dixa.

Nathan Latka

24:56Number two, Mads, is there a CEO you're following or studying?

Famous Five: Books, CEOs, and Sleep

Mads Fosselius

25:00>> Yeah, Satya Nadella, Microsoft, legend already. I would say it's impressive what he's done with with with turning around, I would say, a license based company some years ago now, implementing a growth mindset and a cognitive diversity. I'm a huge fan Microsoft. I know that people love or hate Microsoft, but what they did after the moment there is very impressive, I would say.

Nathan Latka

25:31Eric, let's throw this one over to you. Favorite online tool for building SolveMate and now Dixa besides your own tools?

25:42A fan of

25:46fair enough. I can't say, can't say the exact software. I'm a fan of Notion in general for documentation. It's an awesome tool. And I think Slack is a product in particular if used right.

Mads Fosselius

25:55>> If used right, there you go.

Nathan Latka

25:56Alright, and then Mads, last couple here to you. How many hours of sleep do get every night?

Mads Fosselius

26:00>> Sorry, say again?

Nathan Latka

26:01How many hours of sleep do you get each night?

Mads Fosselius

26:04>> I'm getting seven. So I've gone from six to seven and would love to get to seven point five, to be honest, which is my number.

Nathan Latka

26:12And what's your situation today, Mads? Married, single, kids?

Mads Fosselius

26:16>> I'm married to my amazing wife, Heidi, and then I have three boys, five, 11, and 13. So busy weekends with soccer and tennis and many other things.

Nathan Latka

26:26Busy guy, how old are you?

Mads Fosselius

26:28>> I'm 42.

Nathan Latka

26:2942, last question. Something you wish you knew when you were 20.

Advice for Younger Founders

Mads Fosselius

26:35>> Yes, that's a great question. I wish that I knew how long it took to actually build a global scale up and start up because then I would have started earlier.

Nathan Latka

26:47Guys, there you have earlier, guys.

26:50There you have it. Dixa.com launched in 2015. 2016, they really got going. 2017, they start scaling and selling. In 2018, they broke their first million in revenue, broke 7,000,000 in 2020, did 11,000,000 last year when they raised their 105,000,000 series C and started pursuing and closing two new acquisitions. And Eric at SolveMate, Eric was working with already 10 to call it a 100 enterprise customers paying an average $30,000 ACV is now part of the Dixa family

27:16as they scale up between 15 and $20,000,000 of revenue this year and work on integrating these two new acquired companies. The team, the IP, the customers, all of it as they build what they call this Trinity Mads. Eric, thanks for taking us to the top.

Mads Fosselius

27:29>> Thank you. Thank you

Nathan Latka

27:30so much, One

27:33more thing before you go. We have a brand new show every Thursday at 1PM Central. It's called Shark Tank for SaaS. We call it deal or bust. One founder comes on, three hungry buyers, they try and do a deal live and the founder shares back end dashboards, their expenses, their revenue, ARPU CAC, LTV, you name it, they share it and the buyers try and make a deal live. It is fun to watch every Thursday 1PM Central.

27:58Additionally, remember these recorded founder interviews go live. We release them here on YouTube every day at 2PM Central. To make sure you don't miss any of that, make sure you click the subscribe button below here on YouTube, the big red button and then click the little bell notification to make sure you get notifications when we do go live. I wouldn't want you to miss breaking news in the SaaS world, whether it's an acquisition, a big fundraise,

28:21a big sale, a big profitability statement or something else. I don't want you to miss it. Additionally, if you wanna take this conversation deeper and further, we have by far the largest private Slack community for B2B SaaS founders. You want to get in there. We've probably talked about your tool if you're running a company or your firm if you're investing. You can go in there and quickly search and see what people are saying. Sign up for

28:42that at nathanlatka.com slack. In the meantime, I'm hanging out with you here on YouTube. I'll be in the comments for the next thirty minutes. Feel free to let me know what you thought about this episode and if you enjoyed it, click the thumbs up. We get a lot of haters that are mad at how aggressive I am on these shows, but I do it so that we can all learn. We have to counter those people. We

29:01got to push them away. Click the thumbs up below to counter them and know that I appreciate your guys'support. Alright, I'll be in the comments.

29:08See you.