How Jane App Reached 4.7M ARR Bootstrapped After 105% Revenue Growth (Interview with Co-Founder Alison Taylor)

Introduction and Company Overview

Nathan Latka

00:01Hello everyone, my guest today is Alison Taylor. She does like talking about SaaS healthcare growth insurance billing, pricing churn, customer service, sales and human behavior. Basket of expertise all in one. She's lucky to have a live life that allows her to talk about all of these things every day as co founder of a company called Jane. Alison, are you ready to take us to the top? Yeah. All right. So the URL is janeapp.com. Tell us what

00:25the company does and what's your revenue model? How do make money?

Revenue Model and Pricing

Alison Taylor

00:28>> Yeah, we're a SaaS company. I don't know how broad your listeners are.

Nathan Latka

00:34They're all SaaS. They know SaaS.

Alison Taylor

00:35>> Okay, fantastic. So I can talk in acronyms. Yes. No one's gonna hate me.

Nathan Latka

00:39Software as a service. Yep.

Alison Taylor

00:40>> The software as a service. Yeah. So people pay their monthly fees and it's based on licenses. So the number of practitioners using our service. We have, it's a practice management software.

Nathan Latka

00:51Okay, great. And you're selling, sorry, directly to the to the hospital and then they're buying the seats or you're selling Yeah.

Alison Taylor

00:57>> So this is where Jane's a little bit different. We're actually at allied health. So specifically for physio, chiro, massage, naturopath, osteo. So there's been a lot of there's a lot of options in the space for MDs and GPs, and we're kind of going to that next tier down, they're very much ignored by the software industry in general.

Nathan Latka

01:12Interesting. I want dive more into that in a second. On average, what are people paying you per month for this sort of thing?

Base Price and Average Customer Spend

Alison Taylor

01:17>> So our base price is 74. But our average customer right now is about 95. We've started with that really, we call them VSBs, the very small businesses. So we started on that end of the market. We're almost consumer. And then we'll go into enterprise as we grow.

Nathan Latka

01:32So I have to ask you this. I mean, a trend we see in SaaS companies that play in this kind of space is churn is just through the roof. It's different because your space, but how are you mitigating your churn and what is it?

Churn Rate and Retention

Alison Taylor

01:40>> It's under 5% year over year. So we're really, really sticky. And we've done that despite being really perfect. So we've had perfect market fit and really amazing customer service, and we don't have any sales staff.

Nathan Latka

01:50Alison, what does that mean under 5%? Is that logo churn or revenue churn or net or gross?

Alison Taylor

01:54>> It's revenue churn.

Nathan Latka

01:56And is that net or gross?

Alison Taylor

01:57>> That's gross.

Nathan Latka

01:58Okay, gross. And that's annual. That's a great number annually.

Alison Taylor

02:01>> Yeah, that's annual. Yeah, so our churn is really low because we just have really, it's proven to be a perfect product. So there's not anything else for them to go to. And it's also being quite a bit of a land grab.

Nathan Latka

02:13You measure, you said you used the word perfect kind of twice there in the last minute. How you measure that? How do you know that?

Alison Taylor

02:20>> Well, because there is no churn. So there's nothing else that they're going to. And also because I'm the first customer. So I was the customer that started the product.

Founding Story and Origin

Nathan Latka

02:28What year was that?

Alison Taylor

02:28>> My co founder, that was in 2011. I opened my practice originally and my co founder created the product for me as he was doing my branding and marketing. And so there was nothing out there. It was solving my own problem. And then that's just how Jane

Nathan Latka

02:41is Tell me more about that initial story. What were you teaching? What was the problem?

Alison Taylor

02:48>> So not teaching. I was opening a practice. So small business.

Nathan Latka

02:51But doing what? Okay.

Alison Taylor

02:52>> Yeah. Physio, chiropractic, naturopath, osteo. It's a multidisciplinary practice. And I was looking... He was doing my branding, my website, and we were looking for something for online booking and electronic charting specifically that would work with all the different disciplines. And back in 2011 especially, everything was just horrifically awful. It looks like the page was like half loaded as the page would load. I think this is this is the full experience for my patients. And I was

03:14>> spending all this money on TIs and building a beautiful practice. So I needed the... Oh, the building out of the space.

Nathan Latka

03:19Got it.

Alison Taylor

03:20>> Yeah. So I needed some... Sorry. Wrong acronym. That's not a SaaS acronym.

Nathan Latka

03:23Not SaaS. Yeah.

Alison Taylor

03:24>> That's not allowed here.

Nathan Latka

03:25That's a landlord kind of thing.

Alison Taylor

03:27>> Yeah. Seriously. And so I needed something that was gonna work with all the different disciplines, and I complained a lot. And then he just said, okay, we'll build you something for...

Nathan Latka

03:35Was he a developer?

Alison Taylor

03:37>> Yeah. They'd done sort of apps just for other clients before, but not... It wasn't really his main thing, but now it's his main thing. Interesting.... Percent of the time. Yeah. And so he built me the original version in about six weeks. We went live. I ran it for a year on a Mac mini in my clinic, and then other people started asking us what it was because they were using my online booking and they were seeing

03:56>> it. So that was our full market research. We did... We had like half a dozen clinics that were like, can we use this?

Nathan Latka

04:01Did you just pay him to do this at the beginning or he just put it sweat equity and you just You gave him

Alison Taylor

04:06>> know, we were friends and I did say, you have to charge me enough that I can be a pain in the ass client. So was like, whatever you charge me, make sure it's enough that don't like this. It was like $30,000

Nathan Latka

04:16That's good. He still had to like, if you want a design change, he couldn't just be like, Oh, I can't do this because you're not paying me. He had to kind of listen otherwise. He wasn't getting the last 50%.

Alison Taylor

04:24>> There's none of this free service. I guess I actually want to be a pain in the ass.

Nathan Latka

04:28How can I? That's so funny. Yeah, you absolutely can. No problem. So tell me, let's fast forward today. How many customers are now on the platform?

Customer Base and US Expansion

Alison Taylor

04:34>> Yeah, we've got 18,000 practitioners. We're all around the world. So we started in Canada.

Nathan Latka

04:39Those are all paying, right?

Alison Taylor

04:40>> All paying. And we don't have a free trial. So we we find that that's a bad experience for customers that come into an empty account, and we also do a lot of work to bring over their data for them. So they're all paying, they're all... We started in Canada, now we're growing really quickly in The US. There's actually been some market changes recently that accelerated our growth in The US by about six months from what we

Nathan Latka

05:01>> were expecting.

05:01What are those? Those government related things?

Alison Taylor

05:04>> No, although that is fascinating and I can talk about insurance for forever. I'm really good at parties.

Nathan Latka

05:09Oh my gosh, was about say, you know how to talk about all the things that I never wanna talk about.

Alison Taylor

05:15>> No. Seriously. I know. I went down... I sat in an insurance billing class and I was like, this is so awesome.

Nathan Latka

05:21There's some... Something's wrong with you.

Alison Taylor

05:23>> Something is wrong with me. I know it's it's a deep It's a deep rooted problem. I wake up at night thinking about insurance billing codes and get all excited about using a tag instead of using a dropdown. It's ridiculous. Anyway, yeah, the market changes is there's a competitor that was a free model and they went to a paid model, and then there's another competitor that shut down completely. So all of sudden we're getting all of these

05:42>> people jumping on board.

Nathan Latka

05:43Were they legitimate competitors? They doing many, many millions in revenue?

Alison Taylor

05:48>> Oh yeah, yeah. One's Practice Fusion. So they were an ad based model. Think they primarily market to MDs, but our market doesn't have anything. So they've been using all the software that's designed for MDs and doctors. So we've had a huge influx from that. And it's just people all of a sudden looking out there like, what's out there looking, what's around? And we've had, it's just word-of-mouth growth. So we're in Facebook groups and people just talk

06:11>> about us. We don't even see it. It's kind of invisible to us. So sometimes I'm like, what do we do if it just takes off so quickly that we can't handle the growth?

Nathan Latka

06:18Yep. You bootstrapped or have you raised?

Alison Taylor

06:20>> Bootstrapped.

Nathan Latka

06:21Oh, that's great. That's great. And Alison, I wanna make sure I'm getting this math right. So 18,000 people at the ARPU you told me earlier, $95. I mean, that puts you guys at 1,700,000 a month. Is that accurate?

Alison Taylor

06:30>> So 18,000 users, we lump together part time practitioners. So a lot of our practitioners will work like one day a week or two days a week or they have smaller practices and we lump them together. So we're at 4,700,000 is our ARR.

Nathan Latka

06:41Oh, that's great. Okay.

Alison Taylor

06:42>> Yeah. So we're still teeny tiny in the world of...

Nathan Latka

06:46Well, give yourself some credit though. Mean, that's a very respectable I would give you a lot of credit for doing that totally bootstrap. So 4,700,000 today, that's about $390K per month in revenue. Where were you at twelve months ago? What's your growth rate?

Revenue Growth Rate

Alison Taylor

06:59>> We've doubled. 105%, I think was our revenue. Increase last year and same with the year before. So we're hoping to get to a 100% again this year.

Nathan Latka

07:10Yeah. So March 2017, you're doing somewhere around, call it $180K, and you've again more than doubled that.

07:18Yeah. No problem, Alison. I just said in March Sorry. '27 you March 2017, you're about $180K in revenue. You've more than doubled that to date.

Alison Taylor

07:26>> We have. Yeah.

Nathan Latka

07:27Yeah. And what's your goal for this year?

Alison Taylor

07:28>> Rate increasing too. Sorry?

Nathan Latka

07:29What's your goal for this year?

Alison Taylor

07:31>> To double again. That's great. That's tough. We can do it.

Nathan Latka

07:36It's tough. That's good. I love it. You were just telling me about your acquisition rate. Tell me more about that. What's decreased to?

Alison Taylor

07:43>> It's increased.

Nathan Latka

07:44Oh, it's increased.

Alison Taylor

07:45>> So yeah, yeah, it's increased. What we want to see is a diversification from geographies as well as disciplines. That's how our TAM gets to be big enough to be worthwhile. So last year actually, we spent the year building out our software to accommodate US insurance, which is a little bit different than Canadian insurance. We're like, this is the play. If it doesn't work in The US, our TAM is just too small. Like all of Canada is

08:05>> the size of California. Then we're a lifestyle business, which is fine. Could have gone in that direction. But then this is just the, we have over 550 clinics in The US very suddenly that just picked us up before we're actually really ready. We're not doing any marketing down there or down where you are.

Nathan Latka

08:22Yeah. Yeah.

Alison Taylor

08:23>> We're in Texas.

Nathan Latka

08:24So you can say down there.

Alison Taylor

08:25>> Down there. Where are you? Breakfast tacos.

Nathan Latka

08:28The breakfast tacos are amazing down here.

Alison Taylor

08:30>> Austin or? Austin. Breakfast taco. It's a war.

Nathan Latka

08:34And craft beer. There's both. All right. Good. Have you been?

Alison Taylor

08:39>> I'll talk about breakfast tacos also.

Nathan Latka

08:42Have you been?

Alison Taylor

08:42>> They're delicious. Yes. We've been to Austin and to what's the other one? Where's the war? Who started the breakfast taco? It's a war between

Nathan Latka

08:48Oh gosh, I always thought it was Austin.

Alison Taylor

08:50>> No. Didn't you know there's two cities that are very close and you guys both have

Nathan Latka

08:54plenty Well, San Antonio, Houston, Dallas.

Alison Taylor

08:56>> Lane that you've created. I'm going to email you later with all right. And then you can do some research and get back to me.

Nathan Latka

09:03That's great. Give me some more economics here. What's the team size today?

Team Size and Hiring Plans

Alison Taylor

09:07>> We just hired eight people this month. So we're up to like 36 people. Okay. And we need to be up to 50 by the end of the year.

Nathan Latka

09:14Why do you say it like that? We need to be up to 50.

Alison Taylor

09:16>> We don't have enough staff. This is the problem being boot strapped, that you make more money and that money is used to pay for more staff. And so we're always... Our team works their butt off. We're working harder than 36 people.

Nathan Latka

09:29Yep.

Alison Taylor

09:30>> So the number of clients that everyone is representing, it's not a good number. We're trying to hire, hire, hire, but they have to train the staff. So this is the bootstrap problem. You're behind, you're always behind.

Profitability and Budget

Nathan Latka

09:42Are you operating right now at a pretty close to breakeven?

Alison Taylor

09:45>> Oh, we're profitable.

Nathan Latka

09:46Okay. But I mean, my point is, are you reinvesting pretty much everything?

Alison Taylor

09:49>> Oh, yeah, we are. But it's actually we have a million unspent in our budget right now. So we're trying to actually hire in advance to try and

Nathan Latka

09:56a million in your budget or a million sitting in the bank you've already collected

Alison Taylor

09:59>> A a million in our budget unspent for the coming year.

Nathan Latka

10:01Okay. But that assumes obviously a growth rate, right?

Alison Taylor

10:04>> It assumes a very reasonable growth rate. Okay. It's achievable. We've never not hit our targets.

Nathan Latka

10:10That's great. We have a

Alison Taylor

10:11>> spreadsheet that we created like five years ago when we've hit our targets every time. I actually don't know what we'd do if we didn't, if we missed it.

Nathan Latka

10:17That's good. Very good. And is that whole team all 36, they're all based up in Canada?

Alison Taylor

10:22>> We just hired one contractor, CRA. To the CRA listen to this, we just hired one contractor in Nashville, and then the rest are in Canada. Yeah, mostly local, like in our office.

Nathan Latka

10:32And then you talked earlier about like a lot of this is word-of-mouth marketing. I mean, have you tested channels where you know, you can pay and get great growth? I mean, do you have acquisition cost in any channels?

Customer Acquisition Cost and Live Events

Alison Taylor

10:42>> Our acquisition cost is $40. And what we ascribe to that is like we do the trade shows. So the associations will do local trade shows where their membership come to get continuing education credits. And we've only done those so far in Canada, The UK and Australia. We just did our first one in The US last week actually. Actually,

Nathan Latka

11:02paint that picture, the one in The US. Like how much did you invest in that event?

Alison Taylor

11:07>> Well, we always try to like mix other things into it. So we went to visit Stripe because we're doing payment processing partnership with them. So we always try to mix them in. So it's sort of r and d mixed with marketing. It's sort of hard to actually divide it into the

Nathan Latka

11:19In other words, that plane ticket for the three team members you took down. It's like Stripe plus the event plus three Plus other the customer meeting.

Alison Taylor

11:25>> Yeah. So we do... And then the conferences are not just marketing because we're also doing R and D. So we're getting in front of the customers, the potential customers. My co founder and I do as many as we can. Our other team members always wanna go and we take them all.

Nathan Latka

11:37That's great.

Alison Taylor

11:38>> So we go man the booth, we're the booth babes and we That's we see people's reaction to our products and

Nathan Latka

11:43Well, with $400K... Sorry. Sorry. I meant about $390K or $4,700,000 in ARR, you take the 18,000 people paying you. I mean, the average one that is about 22 ish bucks, right? If you're paying $40 from your payback periods, two months, that's super, super healthy. Is that accurate?

Alison Taylor

11:58>> Yeah, it's pretty good. Yep. So it's about a half a month.

Nathan Latka

12:03You get back to payback quick, really quick. Yeah. Have you, I'm sure you've been approached by investors. Why and how have you resisted the urge to raise capital?

Bootstrapping and Investor Conversations

Alison Taylor

12:12>> Well, we're both of that, my co founder and myself, we're really driven by the job being fun. So we absolutely adore our jobs. You can't beat it. It's amazing. There's so much to learn and do and grow and explore. And so we're growing this company. We've never had a zero cash date. So all of these things that we're learning about what happens, we're just trying to be really

Nathan Latka

12:33What is that? A zero cash date?

Alison Taylor

12:35>> I know. Did you know this exists? No. What is You take investment, and then all of a sudden you have a date where you're gonna run out of money because you're spending more than you make. So basically, I got it though.

Nathan Latka

12:45Your run rate.

Alison Taylor

12:45>> Actual... Yeah. This whole idea of a runway. I'm like, what? We just... That's a thing. Like, can run out of money and not have enough money to pay your staff, we don't have a date like that. So we get to do this because it's super fun and we get to build the product exactly the way we want and treat the customers the way we want. There's no pressure to be a huge sales organization where we don't

13:07>> have to hire. I don't we just don't have to listen to anyone on that side of things that we get to grow it the way we want. But then we just learned about a zero cash date. It's faster.

Nathan Latka

13:16A few months ago. Listen. Jason is now a VC and I'm gonna get so much flack for this because a lot of them listen to the show, but VCs don't make money unless they can pour in cash and it either goes big. But here's what they don't tell you. They either want you to go big or fail quickly. Quickly. It's the time. All that happens is they want you to something faster. Quit, like fail or succeed.

Alison Taylor

13:39>> What is it, the IRR or whatever? I'm reading The Business of Venture Capital right now because if we're ever going to go down that path, I want to know as much as they know when they're sitting on the other side of the table. So this is the book I'm reading. And there's something called the IRR, I think, right? And it's investment divided by time.

Nathan Latka

13:54Mhmm.

Alison Taylor

13:54>> And there's a list here called the narwhal list. Mhmm. Did you know the... Do you know what a narwhal is? Nope. It's a whale with a horn. Okay. Like a like a unicorn in the water.

Nathan Latka

14:03I feel like I maybe saw one of those on Friday night.

Alison Taylor

14:06>> You saw one?

Nathan Latka

14:07Oh, just kidding. Where were you? I'm kidding. So

Alison Taylor

14:11>> that's what they call Canadian unicorns. They're like... They're narwhals.

Nathan Latka

14:14Oh my gosh.

Alison Taylor

14:15>> Good for Canadian.

Nathan Latka

14:16See, this is a thing. VCs have to sell the story, like the ego story associated to raising capital. Otherwise, no one would raise capital because the economics rarely make sense.

Alison Taylor

14:27>> Totally. I understand. I get... Like, it's a job. They're taking money from someone, their LPs, and they're having to make a return on that. I totally... I I mean, it makes complete sense why they're doing it the way they're doing it. Yep. It's just do I want that for my business? Then realistically, I actually have the exact same goal as a VC. Like, I wanna grow this thing huge. Yep. So bringing in a VC on board,

14:46>> I don't know. It wouldn't change it as long as everything is going well. So then I wanna know what happens when it doesn't go well. Do I hate my job now?

Nathan Latka

14:52It's faster. That's the thing. Like all the extra money will do is make whatever you're doing happen faster, either fail or coin operated model.

Investor Emails and the Bessemer Call

Alison Taylor

15:00>> We don't have a put a million dollars into these sales reps. We have a word-of-mouth growth. So we don't have a tested... So we put it all into product market fit, but like we know what we would do if we took investments and we think about it all the time. And we do get like six emails a day from you know, different... I don't know how you're supposed to choose. You know, we got an email. We

15:18>> had a call with Bessemer and I had no idea who they were. And I'm on the call just... And people after like Bessemer, you were talking to Bessemer. I'm like, I don't know. I don't know who that is. Yeah. I mean, they... So naive.

Nathan Latka

15:27They... I think, by the way, I think think going into those calls, totally naive is actually, even if you know everything, is actually a great way to do it because then they're always feeling like they have to convince you and you hold all the leverage, which you do. But look, all those firms are wonderful and some of them can add real interesting kind of strategic components. Like for example, your space. I mean, I wonder why a

15:47company like Booker, right? Hasn't like partnered with you hardcore. Just are sorry, not Booker, but Mindbody just bought Booker.

Alison Taylor

15:53>> Yeah,

Nathan Latka

15:54just bought Booker.

Alison Taylor

15:55>> Yeah.

Nathan Latka

15:56Yeah, yeah. So there can be sometimes strategic reasons that make sense, but otherwise not really.

Philosophy on Growth and Exit

Alison Taylor

16:02>> Yeah, depends on the path you want to go. And I think we're not growing a huge business for an exit. We're growing a business to be a sustainable, responsible business that provides a great service. And so you have to get into a fund that's okay with a bit of a longer run and with a lower multiplier, and do those, they're starting to come up because I think founder based funds, people who had their own business and

16:24>> are there, it's a new sort of tier of VCs that are coming out of ex founders. And it's kind of fascinating. Yep. And then all the angel networks. Yeah. We've chosen to bootstrap. And honestly, go to talk sometimes with people who are like bootstrap, but they didn't choose to bootstrap. They were turned down for funding multiple times. Well, problem

Nathan Latka

16:42is people like you, people like you

Alison Taylor

16:46>> Oh, You seem I like it when you start a sentence like that.

Nathan Latka

16:49Well, well, but people like you don't spend time doing it, telling their story like this, right, because you don't need to. Right? The people that like bootstrap and wanna brag about the bootstrap story do it because none of their other stories are working. Right? Right. That's what they lean on.

Alison Taylor

17:04>> The message doesn't get out there. And actually I was saying I should put out a press release. Like we should do press release. Jane raised $0 this year.

Nathan Latka

17:10That'd be so funny.

Alison Taylor

17:11>> That's the only thing people celebrate.

Nathan Latka

17:13They should do that.

Alison Taylor

17:14>> I was actually going, I don't have a marketing team.

Nathan Latka

17:16I wanna have you back on the show. I'll have you back on the show in, or actually maybe on this episode, that will be the headline.

Alison Taylor

17:23>> Oh, I lost you.

Nathan Latka

17:24I was going say on this episode, I will use that as a headline. I'll say profitable company raises zero capital in '20 Well,

Alison Taylor

17:32>> that's, so that narwhal list I was mentioning that they published here in Canada, some tech company thing, they say the way that they come up with that metric is number of dollars divided by years of company, number of dollars of funding divided by numbers of years your company's been around.

Nathan Latka

17:45Which is ridiculous. How about revenue?

Alison Taylor

17:48>> That doesn't matter. How about profitability? It doesn't matter. So I'm like, this is their list and they call it the velocity list.

Nathan Latka

17:53Look who's behind it though. Look who's publishing it. I guarantee you it's a VC that has to sell that story.

Alison Taylor

17:58>> But it's also because that's the metric that they used as a VC to determine whether the fund succeeded or not. Yep. And so I'm like, they're trying to apply it to private, like to all these other company. I'm like, this is ridiculous. This is the most ridiculous number. And it's very buried. Like to find out how they made this list, you have to really dig into the article. Do you

Nathan Latka

18:14ever miss practicing?

Alison Taylor

18:16>> I'm not a practitioner. I have an

Nathan Latka

18:17English But didn't you open up your own place? That's how you got No,

Alison Taylor

18:21>> I did. My parents are physios. I know. I'm not an accidental entrepreneur. Just say yes to things when they happen and then they turn into other things.

Famous Five Rapid Fire Questions

Nathan Latka

18:29Got it. Good. Well, let's Alison, let's wrap up here with the Famous Five. First question. What's your favorite business book or last book you read in general?

Alison Taylor

18:37>> Well, I'm currently reading the business of venture capital.

18:42>> That's a good one.

Nathan Latka

18:43Number two, is there a CEO you're following or studying?

Alison Taylor

18:46>> Oh, that's a good question. Well, I mean, Elon Musk is just amazing because of all the random things he does. So I would say... I mean, who has time to follow anything? But

Nathan Latka

18:57Yeah. So Jane Jane is gonna be selling flamethrowers here here soon. Is that what's gonna happen?

Alison Taylor

19:01>> Well, I'm interested... I wanna know about more about his rocket that gets me places really quickly because I'm I'm, like, always late for everything.

19:08>> That's funny.

Nathan Latka

19:09Number three, besides your own, what's your favorite online tool for building a business?

Alison Taylor

19:12>> Besides which one?

Nathan Latka

19:13Besides your own.

Alison Taylor

19:15>> Oh, well, Slack, I can't operate without Slack. If Slack goes down, everyone in my office just sits and stares at their computer blankly, like they don't know what to do. It's also... We're actually starting a remote team, so it's building culture remote and it does its huddle and it's amazing. I don't know how people operate without it.

Nathan Latka

19:32Number four, how many hours of sleep do you get every

Alison Taylor

19:34>> Oh, it depends if I'm on a work trip or not on a work trip.

Nathan Latka

19:38Average.

Alison Taylor

19:39>> Between four and seven.

Nathan Latka

19:41Okay, that's probably good. So we'll say, you know, five and a half ish, right?

Alison Taylor

19:43>> Yeah. Okay.

Nathan Latka

19:44All right. Last last few questions here. Married, single, have kiddos?

Alison Taylor

19:48>> I got three little ones. Aw. Yeah. Well, they're not that little. 10, nine, and six.

Nathan Latka

19:54Okay.

Alison Taylor

19:55>> And separated.

Nathan Latka

19:56Okay. So single. And do you mind me asking how old you are?

Alison Taylor

19:59>> I'm 36.

19:59>> 36.

Nathan Latka

20:00Last question. Take us back sixteen years. What do wish your 20 year old self knew?

Alison Taylor

20:06>> Oh, I don't do regret or I don't think it's not a regret.

Nathan Latka

20:10It's not a it's not something you regret. It's just something you wish you knew back then.

Alison Taylor

20:14>> Oh, that it's that it's okay to be me. Like, I'm different and that's fine. Like, I don't have to be a girl like every other girl.

Nathan Latka

20:21I was gonna say turn your head real quick. I love this haircut. Turn it all the way around. Is it... And there... Is there anything on the back or just the side?

Alison Taylor

20:27>> No. It's the side. Do you think I should get Jane shaved into there?

Nathan Latka

20:30I think that would be so cool. Why'd you make the decision to only shave one side versus both?

Alison Taylor

20:34>> Oh, because I can flip it and grow it out if I want.

Nathan Latka

20:38Interesting. Well, at this. This is that pro form... The hair pro form a. Guys, there you have it from Alison. Fun character building Jane up out of her own need back in 2011. So many years ago, her own launch her own venture and then said, why doesn't anyone have this? Complained enough, convinced someone else with $30,000 to basically build this application for her. Since then they've scaled over 18,000 customers, 4,700,000 in ARR. They've doubled year over

21:06year. So doing about $22,500,000 about a year ago, under 5% gross annual logo churn. So super healthy economics. When they do pay to acquire customers, CAC is about $40. So two month payback really healthy with our team of 36 in Canada and now expanding remote into The US as well. Jane... Alison, thank you so much for taking us to the top.

Alison Taylor

21:25>> Yeah, of course.