Dreamdata.io Revenue, Valuation & Funding (2024)

[00:00] Dreamdata.io.com launched many years ago, broke $3,000,000 run rate today up from 1,500,000 just a year ago. They also beginning of last year closed a 7,000,000 series a round. Company and employees still own about 50% of the company. They're burning about $30 a month right now, but plenty of runway. They've hired a team of 45. They're hiring ahead of revenue, obviously trying to grow into that revenue figure and their cost structure over the next twelve to eighteen [00:23] months, hoping to double a 3,000,000 run rate today, up to 6,000,000 by the end of the year as they compete in the B2B marketing SaaS. And most importantly, we're just organizing your data in the marketing org space with a complete and very clear pricing plan. ARPUs today in the 2,000 per month range, dollars $25 per year across 120 paying customers. Hey folks, if we haven't met yet, my name is Nathan Latka. I launched and sold my [00:46] first software company back in 2015 and went on to write a book about it, which you guys made a Wall Street Journal bestseller purchasing over 30,000 copies. Thank you so much for that. After the book, I launched this show and one went on to create founderpath.com. I raised a large fund to do non dilutive deals with b to b software founders. So far, we've invested in over 400 software founders totaling a $150,000,000. Here in 2024, we're [01:16] doing three to four new deals per week. So if you're looking for capital and don't wanna give up equity, go sign up at founderpath.com for free to get your offer. Alright. Let's jump into the interview. Hey, folks. My guest today is Lars Gadigal. He is a UX pioneer turned product person turned entrepreneur. He's now building a company called dreamdata.com, which is b two b customer data activation. Lars, you ready to take us to the top? [01:39] >> Hey, Nathan. Great. Great I'm to be excited for you [01:42] to be here. So look, one of the things when I was preparing for this, I look at your website and it says quote, b to b marketing connected to pipeline and revenue. There are so many companies in the space. They say they use AI and machine learning and they're gonna beat ZoomInfo and then you never know who's real and who's legit and they all buy each other's data. How are you different? [01:58] >> Yeah. I think that's a very good question. So I think fundamentally, there is a lot of, MarTech companies out there and SaaS companies out there in in in the SaaS space for sure. Like, everybody probably knows the 10,000 logo graphic from Scott Brinker. I think fundamentally, like, all those products exist for good reasons. Like, we all wanna serve our customers well. We all want to automate our go to market. We all want to deliver on self-service, [02:25] >> enable people to buy without talking too much to sales. And each of these products are purchased to run those efficient processes and to be data driven. But fundamentally, what happens is every time you add a new product, you add a new data silo. So every time you add a product, you create a new space for your customer data to live. And our goal to solve that. So not just create another data silo but actually get all [02:50] >> the data out of the different products, build one unified idea about what the customer journey looks like, and then with that you can start seeing things like what's the impact of marketing on revenue or this campaign, how did that impact my revenue or I wanna target my top customers. Now you have all the data in one space. [03:10] Now you built a great product at Trustpilot. We use that company. We're very happy with Trustpilot. You were VP of product there. You kick this off this company off in 2018. And I remember you told me in our episode from 2021, you split equity, there's three co founders, you kept 40, Oleg kept 40, and a third co founder had another 20. So that adds up to 80. And then you sold, I think, you raised a $4,000,000 [03:33] seed round out of 20,000,000 valuation. So you sold another 20% there to investors. Is that all accurate? [03:38] >> Yeah, more or less. Think we've raised some money since then. And sort of on equity, we are roughly like the founder and and and founder and and staff is is at about 50% now. [03:52] That's great. Well, so so give me an update because when we last spoke in 2021, know, COVID times, etcetera, you were at about 30 you were at 30 customers. You had broken, I think, 500,000 of ARR of revenue. Where how has the product changed since then? And and are you charging more or less than you were back then? [04:09] >> I think we're charging both more and less. So product is more scalable now, so we have a free product. We had a free product back then as well. Free product is now bigger and more useful for for for our free customers. We have a cheap version of the product, which is reasonably priced, although we we also have, like, startup program. [04:31] What's that what's that price? [04:33] >> That so the startup price would start at, like, 5 k. The free is is 0. 5 k 5 k per year? Yeah. And then what's your [04:42] largest customer paying today total ACV on that customer account? [04:46] >> Our largest customer is sort of on on the other side of six digits now. [04:52] Okay. So over 100 k a year? [04:53] >> Yeah. Yeah. Yeah. [04:54] And how do you get them to expand from free to 5 k per year to 100 k per year? What's the upsell mechanism? Is it number of contacts Yeah. Or something [05:02] >> So that's not the same customer. So I think the free customers would tip, like most often would be smaller businesses, whereas a large customer paying north of a 100 k would would be like an enterprise customer. [05:13] And I understand that. What I'm asking so look, one of the things I think Trustpilot did very well because it worked on me, right, is you guys would carve out like every single thing extra I wanted was always more money. Like if I wanted a certain widget, more money. Premium version of the widget, more money. And before you know what, I'm paying $600 a month for a review tool plugin. So I assume you took some of [05:33] this over here. I mean, when I look at your pricing page, you've got like nine bullets under every single one of these things. And then you also give yourself and your AEs the ability to upsell based off numerical values, like number of years, user activity history, seats included and MTUs. Those three, which are the most powerful upsell mechanism for you? [05:51] >> I would say it's the packages themselves. So it's the feature sets. The feature sets are more or less aligned with different sizes of businesses. So we have add ons and typically we package it so that we have an add on from a larger package and a smaller package in case somebody needs it, but usually like an enterprise customer would fit into the enterprise plan. Mhmm. [06:11] I guess, let me let me ask this differently. Someone paying you $600 a month on your team plan, which which usage limit are they most likely to hit the quickest? 10 seats or 30,000 MTUs? [06:21] >> Oh, the MTUs. [06:22] Got it. Definitely. [06:23] >> Yeah. [06:24] >> Yeah. So the seat metric makes sense in some very specific use cases, which is why we price on it. But the major driver there is the MTUs, like monthly tracked users, which is basically the data sort of proxy. [06:39] Did you make decisions on things like putting the avoid ad blockers feature in the business plan versus keeping the B2B web analytics in the free plan? I mean, do you decide on all these things? [06:51] >> So I think that like in a free plan you need a reasonable unit economics. So you need sort of a you need to be super careful about cost, of course, if you're giving the product away for free. So there's a lot of thinking around like how do we maintain a reasonable cost on that product. So that's a key thing, right? And then of course, we wanna keep each product package needs to have a meaningful feature set [07:15] >> that's useful so that people love using it. But especially on a free plan, you want to make sure that there is something to buy, like there are things that you would like to know, like, okay, what happened? I can look two months back in time. B2B sales cycles are often significantly longer than two months, so you want to look further back, right? So there's always, like you say, there's always an upsell. [07:37] Yep. And so how many, you remember you had 30 back in 2021, how many customers are on the platform today, paid only? [07:42] >> So yeah, we have 120 paid and roughly like 600 free customers. [07:48] That's great. So I guess the next question I have for you, because you have one of the more sophisticated pricing pages I've seen, whenever I see a pricing page this sophisticated, I go, okay, they really understand where they're adding value because you also not only decide what utility based metrics to upsell against MTUs, monthly tracked users, you also make decisions around which product features are in each bucket, but you also then have to decide what do [08:09] you want to actually keep out of all of the plans and sell them as a separate add on altogether, like content performance or return on investment report. How do you make that decision? Why is content analytics and add on and not included in one of the packages? [08:21] >> I think one of the key things that, like, if you wanna have something as an add on, you need to make sure that the base package makes sense. And often we'll see like that the add on feature is something that is not relevant for everybody. I think this is a way of avoiding a situation where you sort of be charging, let's say, 5 ks for the product and people go like, but oh, I don't use this [08:43] >> thing. I want a discount. So you avoid that by saying, okay, look, we'll keep that out of the package. We don't have to discuss that. So there's a lot about I think pricing is a lot about, of course, like extracting value from a customer, super important. Creating something that's experienced as fair from both sides. Everybody can understand the pricing. And, yeah. Yeah. So so that's definitely there. [09:08] And so when you look at the monthly plans, the upsells, the add ons, what's the average customer paying per year these days? [09:16] >> So the grand total is sort of in the mid twenties, but that's like you say like, okay, you got some people paying nothing, and you got some people paying plus a 100. So so there's a there's a big spread. [09:31] If we just take mid twenties, $25 a year times 120 customers, it puts you about a 3,000,000 run rate today. [09:37] >> Yeah, that's roughly there. [09:39] And where were you exactly a year ago, we can calculate run rate? [09:42] >> So we did roughly a 100% year on year growth. [09:45] Okay, well, so what you finished last year, you know, middle last year, you're at like a 1,500,000 run rate, something like that. That's great. And what would you attribute most of that growth to expansion into historical accounts or adding brand new accounts together, altogether? [09:58] >> It's a mix, definitely, but we are growing a lot of them on the new biz side for sure. [10:03] That's great. So what's the plan this year? What do hope to grow this year? [10:07] >> So we're hoping to keep that growth pace of around 100% year on year growth, so that's the target for us. We have sort of significant goals around sort of expanding upwards in the market. I think we started with a scalable product, which is like one philosophy. So you start with something that's super scalable and then you go enterprise later. Some people start an enterprise, makes it kind of hard to go super scalable, we feel. So now [10:34] >> we are putting a lot of effort into enterprise. You see the feature set, have added a lot of what you would call like enterprise readiness features to be able to serve those customers. [10:43] Yeah. Mean, was one of my comments coming into this, right? Is if I didn't know what your revenue was and I only looked to your pricing page, I mean, the complexity on your pricing pace suggests to me and looks a lot more like a 30 or $40,000,000 ARR company. So like you're way How sort of ahead of the curve do you manage your org chart in terms of complexity around all these pricing options relative to sort [11:04] of your stage day, 120 customers, 3,000,000? [11:08] >> I think we, on the pricing side, we made a conscious decision when we founded the company that we would care a lot about pricing because it is one of the big underutilized levers in a SaaS company. One of the things we decided from the get go was, hey, we'll be structured around it and we want to be a company that changes price. We want to be able to repackage and that means that we, from the get [11:32] >> go, have had structured pricing. So you want to avoid the situation where you look at your customer base and basically you've got 120 customers and there are 120 different price plans because that creates a lot of low predictability in terms of what happens when I change pricing. So we've always been super structured. [11:55] >> I would say our price model is sort of semi public, but underneath it, we have a price calculator. We don't publish it, but everybody is priced with the same mechanics, so we know exactly how people are priced. And that creates transparency. But yeah, I mean, pricing is complex, but, you know, we're we're engineering types, I guess. [12:15] Yep. Yep. How many folks are full time on the team today? [12:18] >> Total team is 45 people. 45. [12:20] And are you guys still burning cash today each month? Are you profitable? [12:24] >> No, I think like the math there is like not profitable. [12:27] Okay, what are you comfortable with burning? Are you comfortable burning $30 a month, a $100 a month more? [12:33] >> Yeah, so 30 is fine at the moment. I think we came out of, so 2023 was a rough year in SaaS for everybody. We still grew really well. [12:46] >> But it was sort of for us, apart from it being maybe we grew well, we would have liked to grow more. But it was also a year of sort of scaling the org, and now the next, like this year and first half of next year is sort of about making revenue catch up with the org size. [13:02] Yep. [13:03] >> Double double the next two years and we'll be at roughly yeah. [13:06] We're about out of time, but just but just to summarize, you're burning right now about $30 a month. You burned maybe more last year, but you're work you're hiring ahead of growth and you hope to get closer profitability end of this year into next. [13:17] >> Yeah. Yeah. [13:18] Exactly. How how much of the 4,000,000 seed round from 2020 do you sell in the bank? [13:23] >> Nothing. Okay. No. No. We raised since then. [13:26] Oh, you did? How much have you raised since then? [13:28] >> So we raised 7,000,000 series a in, what, early, like, late twenty two, early twenty three. [13:35] Oh, okay. Great. What can I ask what valuation that was? That that was the heyday. Those were the big rounds. [13:39] >> Yeah. I think we were no. It wasn't that great. It was kind of a little bit of when things were slowing down a bit. Okay. Yeah. So we were [13:49] >> I'm not I'm not I can't see [13:52] $30.30 30,000,000 ish, 40,000,000? [13:54] >> Yeah. That range there. [13:55] Yep. Yep. Okay. So I mean, you sold something like 16% of the company. [14:00] >> Yeah. So I think in in total, we're at that, like, roughly 50% of of the ship for the founding team and [14:07] That's great. [14:08] >> Working in. [14:09] Well, that means you have some of that 7,000,000 left, so you've got plenty of runway. [14:12] >> Yeah. Yeah. [14:13] Alright. Let's wrap up here, Lars, with The Famous Five. Number one, your favorite book? [14:16] >> Oh, my favorite book? Yeah. I haven't read it yet, but Marty Cagan came out with a new book, but before that, it would be love to like, I'm a big fan of Marty Cagan, who's like product management guru. That's probably the most influential book for me in in SaaS. [14:30] Number two, is there a CEO you're following or studying? [14:34] >> CEO I'm following [14:36] >> oh, shit. [14:38] You can say none. [14:39] >> None. Yeah, no. [14:40] Number three, what's your favorite online tool for building the business? [14:44] >> My favorite online tool for building the business? I think like, okay, I'm gonna be a bit selfish here. I love our own product. [14:50] Your own. [14:51] >> Besides your own. [14:52] >> Besides our own, I'm a big HubSpot fan. Think it's just a marvelous tool. I'll be super happy with that. [14:58] Number four, how many hours of sleep do get every night? [15:00] What hours of sleep? [15:01] >> Sleep? Yeah, six to six to eight. [15:05] Okay. And situation, married, single kids? [15:08] >> Married, lots of kids. [15:10] Two kids still or [15:10] you got another one? [15:11] >> Three. [15:12] >> Three kids now. Congratulations. That's exciting. [15:14] And how old are you? [15:15] >> What? Four? [15:16] Do you have [15:17] a birthday? 40 years old? 41? [15:20] >> Me? 53. [15:21] Oh, you're 53. [15:24] Is that right? You're 53 today? [15:25] >> Yeah. Yeah. [15:26] Okay. Take me back to when you were 20. What's something you wish you knew back then? [15:32] >> When I was 20 what sorry, what was the question? [15:35] Something you wish you knew. [15:37] >> I wish I knew. Yeah, it's fun doing a startup. I would have done it earlier. [15:43] Guys, there you have it. Dreamdata.io.com launched many years ago, broke $3,000,000 run rate today up from 1,500,000 just a year ago. They also beginning of last year closed a 7,000,000 series A round. Company and employees still own about 50% of the company. They're burning about $30 a month right now, but plenty of runway. They've hired a team of 45. They're hiring ahead of revenue, obviously trying to grow into that revenue figure and their cost structure over [16:06] the next twelve to eighteen months, hoping to double a 3,000,000 run rate today, up to 6,000,000 by the end of the year as they compete in the B2B marketing SaaS and most importantly, we're just organizing your data in the marketing org space with a complete and very clear pricing plan ARPUs today in the $2,000 per month range $25 per year across 120 paying customers. Lars, thanks for taking us to the [16:27] >> top. Thanks, Nathan.

[00:00] Hey, folks. My guest today is Ole Dallerup. He's a customer centric and data driven technology leader passionate about putting technology to use to deliver real impact. He's now the CTO and co founder of dreamdata.io, a revenue attribution and data platform. Ole, you ready to take us to the top? [00:15] >> Yeah. I am. Looking forward. [00:16] Alright. So who's buying this product right now? [00:20] >> So behind it is, well, three tech people. We just, like, enjoy data and kind of solving problems for customers. [00:30] Who's buying it right now? Who are your customers? [00:32] >> Oh, so sorry. Our customers are typically B2B companies in the SaaS space. Often, they are VC backed, and at least they're growing fast. [00:46] Mhmm. And what are they paying you for specifically? Is it just revenue attribution mainly? [00:52] >> So half is probably paying us for revenue attribution. Half is paying us for data platform, getting more insight into their customers, where attribution can be part of it, but as much as getting the full overview of their customers'journey. [01:10] Mhmm. And you have some big customers. Dixa has been on the show. I know they're growing very fast. You also have some other big B2B SaaS companies like Gorgias using you. So you're you're clearly onto something here. When did you guys or what are these what are companies like these paying you on average per month to use the technology? [01:25] >> So customers pay us I mean, it depends, of course, of size and so, but the range is typically between $6,000 annually and up to $50,000, $100,000. [01:38] Okay. But what would a sweet spot be? Maybe $10,000 a year? [01:42] >> That's in the low end. That's the Okay. Our average average is around 18,000. [01:48] Okay. So so you guys are then high mid market and moving into enterprise then? [01:52] >> Yes. Exactly. [01:53] Okay. Now were you always there? Tell me about your first customer. When did you guys launch the business? [01:59] >> No. So we were, of course, not always there. Our first business was [02:07] >> kind of a telco, but they were half SaaS, half telco business, [02:15] >> a very local business in Denmark, [02:19] >> someone we knew in our network, and the CEO was very interested in this kind of space and this type of problem. And we were also very early. I don't think we had a crisp, clear vision of kind of the problems we wanted to solve. So the first product or the first prototype, I would more call it, was, well, quite far from what we do. [02:46] What year was that, Ole? [02:48] >> That was in '18. [02:49] 2018. Okay. [02:51] And so that was your first customer. You've pivoted since then. How many customers do you work with now today? [02:56] >> Now we have around 30 customers. [02:59] Three zero? [03:00] >> Yes. [03:01] Okay. And how much is it? Is it is it no touch, or are you putting services on the back end as well? [03:07] >> So it's mostly no touch. So we our customers connect their data sources, their Salesforce, HubSpot, paid media, and the tracking scripts into kind of our product, and that's self-service, if you want. And then where it's often a conversation between us and the customers, it depends a little bit on the complexity of a customer's business, but sometimes we need to A little bit of customization when we talk about the business outcomes. What are they measuring? What is [03:45] >> success for them? [03:49] >> What is a marketing qualified lead? What's a sales qualified lead? Sometimes that's straightforward, modeled out from Salesforce and Opportunities, and sometimes we need to go in and do a little bit of if else kind of logic, yeah. [04:05] Mhmm. And tell me about how you capitalize the business. Are you guys bootstrapped, or have you raised? [04:11] >> So we raised two rounds down [04:15] >> and going fast into raising our series A next year. [04:21] When did you raise the first round? [04:24] >> In '18. [04:26] 2018. And how much was that for? [04:29] >> That was [04:33] >> a little bit less than a million dollars. [04:35] And why did you guys need that capital? Why couldn't you bootstrap? [04:39] >> I think, like, personally, we don't have necessarily kind of much cash. Could we have kind of bootstrapped and kind of built the product ourselves? I think, in theory, we could. We believe we could have moved faster. And so when we talk about raising money, I don't think we talk so much about [05:01] >> our conversation was not so much whether [05:05] >> to do it or not. It was more what would benefit us to get more cash? How could we go faster? How could we build what would we need cash for to kind of make a better product for our customers? I think that has been more our focus than whether Understood. To raise cash or not. Originally, they actually so Lars, our CEO, and I, we left a company called Trustpilot, and actually, more or less, when we walked [05:41] >> out the door, we were offered in the area of the same amount of cash we raised, but at that time, we turned that offer down not because it wasn't a good offer necessarily, but because we were not ready to spend the money. We didn't have a clear how are we gonna spend this money. [06:00] Understood. So you raised 1,000,000 in 2018, and then you did another round as well. When was that, and how much was that that for? [06:07] >> That was in the summer of two thousand and twenty, [06:12] >> and here we raised $4,000,000. [06:14] Okay. And what did you spend, or what was your thesis at least? Where were you gonna spend that money on? [06:19] >> So here, at this point, we have now So the first time we raised, we had a prototype. And so the money would go into building a small team and building a product and start kind of getting solid proof that this was the right thing to do. Now, the next money we raised was to start proving that we could build a solid business, that we could build predictable revenue, that we could find the ideal customer profile, that [06:50] >> we could scale so that when we move into the next phase that we could hire a bunch of salespeople and kind of repeat it over and over again. Of course, there's also a lot of product development going into that, so we needed to figure out [07:11] >> kind of were there any features we needed to cover to do this? And today, I think we would call ourselves kind of feature compete on revenue attribution, at least very close to. [07:25] >> So we needed to cover that as well. Yeah. [07:27] Mhmm. And and so you raised 4,000,000 seed, and you mentioned you're thinking about raising now. How much are you looking to raise now? [07:35] >> So that plan is not ready yet. I think right now we are focusing and drilling down into just delivering the [07:45] >> most awesome product we can with the team we have and closing customers. That's our focus right now. So we don't necessarily focus so much on kind of how much we want to raise. [07:58] If I take the 30 customers you gave me earlier times the average annual of 80,000, that would mean you're doing about $200,000 a month right now on revenue or $2,400,000 run rate. Is that about right? [08:13] >> That's a little bit high, but sure. Yeah. [08:16] But, I mean, you we still have sixty days left in the year. Do guys think you can break 2,400,000 by the end of the year? [08:22] >> No. We won't break that. [08:24] Okay. So that's a little high. So if you're not doing, like, $200 a month, maybe you're doing something more like a $150 a month today? [08:34] >> So we are [08:37] sorry. You gave me two numbers earlier. You said 30 customers and an average ACV of 80,000. If I multiply those, it's 2,400,000, but you're saying it's a little below that. I'm just trying to understand how far off we are. [08:49] >> Sure. Sure. Sure. Sure. I'll just find the numbers. [08:53] I love it. He's doing math live. I can see the white glow on his on his face from his computer screen. This is this is great. [08:59] >> So I actually log in to our own product to see this kind of stuff. [09:04] Eat your own dog food. Right? [09:06] >> Yeah, sure. And we can always kind of feel [09:14] >> So [09:17] >> let's see here. [09:22] So the 18,000 was annual price, right? [09:26] >> Yep. [09:27] So roughly, our annual recurring revenue is in the 500,000 area. [09:35] Okay. Got it. So you're doing $500,000 a year right now in ARR? [09:40] >> Yeah. [09:41] So I guess what's wrong so hold on. You said you had 30 paid customers? [09:46] >> Yeah. So thirty thirty paying customers and 18,000 average. [09:51] One eight or eight zero? [09:53] >> One eight. [09:54] Ah, that's the error. The error. That's my poor English [10:00] >> That was my fault. That was my fault. [10:01] Okay. Got it. That makes I'm going, these numbers are way off. What am I missing? [10:05] >> Now I understand. [10:06] >> No. Yes. Right? So so that's the kind of spot we are. Yeah. [10:12] Yep. That makes sense. So so got it. And so if you're doing about, call it, you know, 10 or about 500,000 on run rate right now, where were you about a year ago? Do remember? [10:25] >> No. But I again, [10:30] >> about a year ago, we were [10:35] >> at [10:38] >> probably more like a 100,000. [10:43] >> Yeah. [10:43] So do you guys think you'll have your first million dollar year next year? [10:47] >> For sure. I mean, that that we have to hit the next year. If if not, then yeah. [10:54] >> Not Then Yeah. [10:55] Ole, are you and your cofounder? You said there's two of you guys. Right? [11:00] >> We are three. [11:01] Oh, three of you. Did you split did you split equity evenly at the beginning or no? [11:06] >> No. We didn't. So Lars and I started the business a little bit before the cofounder joined. [11:14] Mhmm. [11:14] >> So we didn't split completely. Yeah. [11:17] I see. So it's like forty, forty, 20, something like that? [11:21] >> Yeah. Something like that. [11:22] It's I see. Yeah. Well, the reason I ask is because obviously, as you raise capital, you're all getting diluted. Right? So when you guys did your 4,000,000 seed last year, what valuation did you raise that at? [11:33] >> So that's numbers I don't have in head. We kind of diluted. Again, that's back to I think there's two things when we are focused on raising money. It's not so much the dilution except. We focus more on building a healthy company and making the company attractive for both employees and investors. And so if we dilute too fast, too early, it's not attractive for either employees to join for equity, nor it's attractive for investors to kind of [12:07] >> join because it becomes maybe less attractive to keep employees and founders around. [12:14] Of course. Mean, is standard stuff, though, right? Mean, most people in their seed round are selling 20% of the business. Do you guys sell about the same amount? [12:23] >> Yeah. Yeah. So we every round has been between, I think, 14, 20% plus. [12:29] Yeah. Got it. So so that seed was then something around a $20,000,000 post money valuation in that range? [12:34] >> Yeah. [12:35] >> Definitely. Yeah. So so we we are not special in that way. No. [12:38] Where are you where are you in so I assume you guys are hiring engineers now. Tell me a little bit more about the team and how many engineers and what those engineers are working on product wise moving forward. [12:46] >> Yeah. Sure. So we the engineering team is what are we now? We are [12:54] >> six, seven engineers, plus me. We're looking to hire a couple more, so to go to nine right now, and then, of course, after we raise money, much more. Right now, the focus is building so being completely feature complete on attribution. So we have a couple of lacking features. One is content attribution, being able to really drill into the content and kind of show our customers what content is driving strong revenue for you. [13:30] >> And then we are looking into doing a few things on the application so customers can drill more deep into the data, which is particularly around filters, adding more kind of complexity there. We're doing a lot of things to the data model and have been doing a lot of things so that it's easier for customers to access the data raw. [13:53] >> Our infrastructure is built a lot on a data warehouse called BigQuery, and we've always been able to export the data to that. But now we are adding support so that customers that are using Snowflake or maybe Amazon Redshift can also get their data down. [14:10] And, Ole, there's eight engineers. How many are on the full team? [14:13] >> We have 20. [14:14] 20 people. Very cool. And then talk to me a little bit about churn. Do you guys have any churn? [14:20] >> So, yes. So we had some churn. I think this has also been part of the journey we've had, particularly since the last funding round, where we started focusing and going into a journey of finding what is the ICP customer for us. And as part of that, we kind of focused on a more narrow type of customer, and some of the customers, there was maybe more early customers that didn't [14:50] fit Yeah. Got it. [14:51] >> This is yeah. They tried Yeah. [14:53] When so when you look at historical the past twelve months, what is net dollar retention over the past twelve months, would you say? [15:01] >> No. That I don't know. That's something I would have to do. [15:05] Is it below 100%? [15:08] >> That's probably the case, yes, because if we look at kind of a year, so I think the less than nine months, we really kind of kicked the kind of ICP customer. So if we look at the customers we kind of signed a year ago and filter back, they were the less ideal customers for us. [15:33] Yep. Yep. Makes sense. Good stuff, Ole. Let's wrap up here with the famous five. Number one, what's your favorite business book? [15:40] >> So my favorite business book is [15:44] >> a book business book, maybe. Yeah. Well, Team Geek. It's a [15:49] book What's it called? [15:50] >> Team Geeks? [15:51] >> Yeah. It's a book written by a few people from Google, or former probably, [15:59] >> talking about how kind of business people can talk better with engineers, or engineers can talk with business people. Yeah. It's quite old, actually. [16:08] Yeah. Very cool. Number two, is there a CEO you're following or studying? [16:14] >> Not particularly. [16:15] Number three, what's your favorite online tool for building Dreamdata? [16:19] >> It's a tool called Dataform. [16:21] Data what? [16:22] >> Dataform. Dataform. [16:24] >> So it's a it form. Yeah. So it's like a it's a competitor to dbt. It's now owned by Google. But yeah. [16:32] Number four, how many hours of sleep do get every night? [16:35] >> Between five and six. [16:37] Five and six. And what's your situation? Married, single, kids? [16:41] >> Married and kids. [16:42] How many kiddos? [16:44] >> Two. [16:45] Nice. Okay. And how old are you? [16:48] >> I'm 39. [16:49] >> 39. [16:50] Last question. What's something that you wish you knew when you were 20? [16:57] >> Good question. [17:02] >> That [17:04] >> yes. That school is not everything. [17:09] Guys, there you have it. Dreamdata.com revenue recognition. They've got 30 customers today doing $500,000 a year in terms of run rate, up from a $100,000 a year just a year ago. They've raised about $5,000,000 to date as they look to scale driving into these enterprise accounts. Team at 20 right now, eight folks, again, building deeper tools to help content teams and other teams understand what is driving revenue and what's not. Ole, thanks for taking us to [17:30] the top. [17:31] >> Thank you. [17:34] One more 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 [17:59] Central. Additionally, remember these recorded founder interviews go live. We release them here on YouTube every day at 2PM Central. 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, [18:22] a 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 [18:43] that 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 [19:02] got 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. See you.