Keboola.com Revenue (2024)

[00:00] Founders, what's going on? You guys know I love in person events and they are back. The recording you're about to hear is from our most recent event where we had hundreds of founders come together, share intimate details, templates, KPIs, OKRs about their business, and it was something special, something special. We'd love to meet you in person. If you want to see the next live events we have coming up via our schedule. The link will be down [00:23] below in the description. If you're listening on iTunes, check this out on YouTube, you'll see the links in the description. Or you can just Google Founderpath or Latka next event. We'd love to see you in person. In the meantime, though, enjoy this recording. It's a good one. [00:37] >> So I'm gonna make this really quick because, like, yesterday was awesome. I'm not gonna teach you anything that John didn't teach you, Godard, Nathan or anything. So what I can do, I can share just our story. Where we what we did wrong, what we did good, and just like, yeah, talk, learn, share. Right? That's why we are here. Okay. So let me figure out how this works. Okay. Like this. Okay. So everybody here has been talking [00:59] >> about data. Right? Nathan is showing you, like, all the data points. Right? And then we saw G2, data, data, data. That's great. We love that. We love that. Data is everywhere. That's why we exist. We exist, you know, companies like you, enterprises, small, you know, SaaS companies to actually help with data. But data ecosystem has been, like, really hard for the last couple of years. When Snowflake started, they actually solved all of the big data [01:23] >> issues, you know, No more Hadoop wrangling. But there is, like, 20 different tools you need to use to process data into Snowflake and out of Snowflake. And it only starts with getting data in. So what we did, we actually oh, by the way, see G2. You know, we have the stars on G2 as well. We love G2. Right? So what we did, we actually, you know, like, put it all together into end to [01:43] >> end platform. So you don't have to have, you know, 20 different tools. You have one login. You can get data in. You can get all the connectors. We have the biggest marketplace in the in our space. We have 1,400 applications in our marketplace, developed by 400 different developers. You can actually, you know, create automations to power your data once it's in Snowflake to actually run it somewhere, put it in your Salesforce, you know, and just like [02:06] >> have it where you want to have it. Right? And last but not least, you have the data science part. Because a lot of people, you know, like, you get the data in, you look at it like Nathan did. Right? Perfect. But underneath that, there is a lot of machine learning models. And you need to have all of those parts, three parts working together. So, yeah, that's what we did. And in this part, you know, like, actually [02:28] >> people who started data are geeks. Right? They are nerds. They love their CICD pipelines. They love their DevOps tools. Right? Like, I was talking to that guy last night. Right? And he's like, yeah, he's actually really smart. Know, he spent like hour talking to him. He is smart. And he likes, you know, he he likes code. Right? So but then you go to business departments, nobody wants to code. People want to have click interfaces. And in [02:53] >> data, we see these two different personas, two different worlds. So what we had to do, we started with code. We started with APIs. And then we are slowly adding on interfaces for business users. That was Scott was saying yesterday, right, about small things, you know, like like putting together and stuff. Right? That's what we're trying to do. We are not in this for one year. We actually had that plan. Like yesterday, the guy from the credit [03:18] >> card company was saying about ten year, 10 x. Right? Plan three years, then go back one year, two years. That's what we did, you know, five years ago. And finally now, it's materializing. So what actually you get when you start using our platform? Well, inside your company, people don't do only the biggest, you know, like the largest use case that everybody is, you know, doing in the data world. You unlocked all of these small use cases. [03:44] >> And that's really, really cool. But enough about our product. I just wanted to make make sure kinda like like we have. So when when got out it was funny. When got out, I was, you know, like, asking who did who was there in 2000. I was there. I remember the, you know, like, boom and bust. Oh, that was hard. Right? And when we started Keboola, we were like, okay. We don't want to take venture money when [04:05] >> we start. We don't really care about it. We care, you know, about, you know, making best product. Because we had an agency which was actually doing cloud migrations, helping companies to go to cloud, companies like Red Bull, and then scale it. And more and more we were doing that, we saw that there is one issue. We were everybody was asking us to build a data platform for that. Integrate data. Right? Run it in Amazon. It's just [04:29] >> like we were lazy because we had done it so many times. We thought there has to be a better way. So we started to make automations internally. And then in 2014, we said, well, let's make it into a product. This should be a product, not an internal tool. Right? So we did. And we're like, well, are we gonna raise? Wow. That would be awesome. Right? Well, I was like, no. I don't think so. Because like once [04:50] >> you raise, you know, you you better know what you wanna do with the money. Right? You know, you you have to know how to use it. Right? In when when Gora was saying that when they were starting in 2000, they needed a million dollars to buy servers. I remember that. We were shipping 400 Dell servers. You know, it was crazy. You know, half of them didn't come. But in 2014, we did not need that. You know, [05:12] >> we had paying customers, you know, in in our in our agency, and just like start a machine, well, it didn't cost anything on Amazon. Right? So we're like, well, this is the great time to actually build a SaaS company without, you know, like, giving too much equity the way in the beginning. We can achieve product market fit without, you know, actually getting the VC money. So that's what we did. And we started to scale. We started [05:35] >> to scale first couple of years by referrals. You know, people started to use us. They started to grow their own companies. Right? And then some of them are now now now unicorns, like like Productboard or Rohlik Group in Europe. Right? And then something happened. I'm gonna show you what we did wrong and and what we can learn from it. So okay. So couple of lessons that we've learned the hard way when you are [05:58] >> actually going from agency or consultancy to product. First, it seems counterintuitive, but you have to let go your professional services revenue. We were making so much money doing professional services before, right? Helping all these people. They paid us dollars, cash, right? But then, when we actually wanted to do a product, we had to rethink that. We would not be able to support everyone. Right? So we had to actually give that money away to our partners. We [06:30] >> started to create a partner ecosystem. And that's the red line which is trending down. And people ask, well, what does it mean? Like like, when you go and, like, we put your product somewhere in the client and partner comes, how much money you make? How much money they make? Well, this is kinda like actually, the the table is comes from our our actual client Mall Group. When we actually started to implement there, we said, well, our [06:54] >> target, what we want to get is, let's say, 1. Right? $1. In the year one, we'll actually give them discounts, so we'll put 1.7 per our software. And we need to bring in partner. How much are they gonna make? So we then look back at the numbers. And in the first year, we made 0.7 of the target number we wanted, but our partners made four times that money. Four times. Right? And that was [07:19] >> the money we originally had in our cash flow when we were when we were a service company. Now we gave it away. Right? And it was actually one of the best one of the best decisions we made. Because like with that, we started to make an ecosystem of partners. And, you know, like yesterday, everybody talked about it. Partners. Partners. Partners. Right? Partners have a great way to help you to strengthen what you what you are doing [07:43] >> and help you actually they are like your extended arm. Right? So that's great. But there is also a bad side about it, and we made a huge mistake. Pascal was saying she's she just left, but she was saying yesterday, when when when when you were talking about the professional services, she was like, I hate them. Right? When I see professional services, I hate them. Well, yes, if you are Pipedrive, right, which is kinda like really SMB, [08:09] >> and you are just like churning through customers. But if you are doing enterprises, you really want professional services. And that's where we made our mistake, and that kind of participated in the dip that you saw. Because we went to enterprise level, enterprise customers, and we said, let's bring those partners that we developed. Right? Like, there are 50 people company, 50 people company, they're gonna do it. And no. That was our big mistake. And if you want to [08:35] >> know more, there's Fischer, my my my colleague, and he's the head of professional service. He can tell you everything about the mistakes. So that was that was that was a big learning. So another big learning. Yeah. Well, my my learning is it needs to be balanced. You don't want it for SMBs that you kinda, like, go like that. You want partners. But for for enterprises, yes, you want professional services. If you look at UiPath, UiPath, when [08:58] >> they went public, they had 47% in professional services of their recurring revenue. 47%. That's huge. Because they are enterprise. And another learning that we made is kinda like when you go to enterprise features or you want to develop new features and you are bootstrapped, you don't have to pay for it. That's a big learning. You know? There's a lot of customers who are willing to pay for it. If you go, you ask them, you work with [09:24] >> your customers, and they say, well, like, our data science hub. Right? Like, we went to we are working for Erste Bank. This is our, you know, screen from Productboard. And what I highlighted is all the features attribute attribute them to to a customer. Right? So what does each customer want? And we have a top 10 and top 50. Right? And then we go to them and say, well, listen. This is actually on our road map. [09:47] >> Right? That that ten x, three years thinking. Right? But we don't want to develop it now because we have other priorities and we don't have cash for it. Would you be willing to pay for it? Right? Yeah. Totally. We would. Right? How much? Well, can you give us 500,000 upfront? Yeah. No problem. And that's how we got our data science out. You know? So that's a big lesson. If you are bootstrapping, you don't have to do [10:13] >> everything yourself. Right? If you have a vision, you have a road map, and you have customers that you actually engage with, they can pay for the development upfront. We love that. Third lesson is and and Nathan is all about it. Right? Community. Community. Community. Right? Because that's something it's hard to replicate. So what we did five, four years ago, we actually we actually started to work with the with the with the women in tech group in [10:40] >> Czech Republic, which called Czech IT girls. And we actually developed a a data girls program. So it was, like, for all the lay it was originally we thought it's gonna be for small girls, but then it's quickly, you know, like, went totally out the opposite direction. And now there's been over 20,000 ladies around the world who went through that program and who actually learned how to work with data. That is so awesome. Because, like, when we [11:06] >> go somewhere and people actually have been using us before or went through our programs, they just want to use us because they know us. Right? They know that they can get to results 10 times faster. They know that because they have tried it. So this is actually a quote from one of our customers, Rossum AI, which is on the track to become another unicorn in in ML. And one day, the guy called me and was like, [11:34] >> what the fuck is happening? I'm like, what do you what do you what do you mean? And I was like, well, we need to buy you. I'm like, like, like a license. Right? I'm like, well, you said you don't want to buy us. You want to use the modern data stack and all the 20 tools because it feels cool and nice. Right? He was like, yeah. But I've been trying to hire people as head of our [11:54] >> data, you know, team, And this is the fourth one who came and said, well, I'm gonna join you, but only if you get a Keboola license. So that's the power of community. Right? It's hard to scale globally in the first year, second year. But if you go and you create your market, your niche, and you you kinda, like, get your mini brand, like, as Jason Lemkin says, in that, it's doable. And this is really powerful. And [12:18] >> those couple of first years that we actually did scale, we scaled through referrals. Right? So referrals, people who used us. So okay. Before I get to numbers, you know, like, how are we doing now? Well, during COVID pandemic, and that was where where the dip comes, we made two decisions. We made a decision to actually open up Keboola as a freemium to actually enable product led growth. And second decision, we made decision to go to enterprise [12:45] >> because that's where, you know, all the money kinda like for us was in the beginning, and they pay us a lot of money and they need us. It's somehow counter into counterintuitive. I can talk about it a little more, but this is kinda like the product led growth. So we started we opened up Keboola as a freemium last year. And last year, a lot of 3,000 companies actually started Keboola account. Now it's 4,000. Out of those [13:10] >> 3,000 last year, 1,000 actually started to engage. They did something. Connect the data, build pipelines, you know, did something. Out of those 1,000, 400 are using Keboola to actually power their businesses as a freemium on daily, daily and monthly basis. And we give them three hundred minutes of of platform for free. That's a lot. And out of those, already 100 actually paid with via their credit card. Now those 100, we already upsold 10. So that's the [13:40] >> power of product led growth. But it would not happen without those five years, you know, of developing community, developing partnerships, and developing the product. So that's really awesome, and we love it. By the way, our clients, the the the the black box, that's that's the amount of data they actually process within our platform every month. They take it from raw data into business insights and actions. They give it value and meaning. So next lesson or or [14:08] >> area, and Nathan was now talking about it. I'm I'm so I was I'm like, so sorry we didn't start, you know, like, the year when Founderpath actually started. Like, it's about financials. You were talking about it yesterday. When we started, we actually thought that every financial instrument is evil. Right? It's evil. Cash is the king. Right? We come from Europe, and we come from Eastern Europe, what you would call. So like my grandma would like never [14:34] >> take loans. Never, never, never ever. Right? So that was our mentality. Right? We started that, then we're like, only cash. Only money, baby. Right? And well, yes and no. As everything else, it's an instrument, and you should learn how to play it. You should learn how to use it. And we didn't, you know, soon enough. So if we would have known how to kinda, like, use it sooner, we would have scaled even faster. But we made [15:04] >> one great decision. We hired an internal internal person for, you know, like, what's it called, Fischer? [15:14] >> Head hunting, but internal. Right? And recruiting. She sits in Seattle, and she's been awesome. And that that's a real game changer. Bob was talking about that yesterday. We did it three years ago, and it was, like, really incredible. But we made one mistake in that regard. We didn't hire a CFO in fast enough. You know? And that's one thing I would do differently, totally. Since, like, early, you know, like, once we had a product market fit, [15:38] >> we started growing, our customers started recommending us, I would actually hire a professional who would help us, to actually work with financials. Because today, you have so many options. Right? Yes. Prepaid cash. Right? You can do short term debt. You can do, like, founders and family, right, to help you with that. But you also can do venture debt, venture financing. Or if you are in Europe, you can do a lot of subsidies from European Union. Right? [16:03] >> Nobody told us about it before. Right? And we were like, subsidies, that's only for bad guys. Well, yes and no. Right? And well, so that's that's kinda like my thing. If you are if you are bootstrapping, learn how to work with financial instruments. Cash is not the only financial instrument you have. Okay. So now what happened? Right? Well, we were overexposed. So remember that graph that Nathan is showing kinda like your exposure and, you know, [16:31] >> exposure to several clients. That what that that's what happened to us. So first, we were overexposed during the COVID into hospitality and retail industry in US. So our clients were just going bankrupt. Right? We had a client who was who was doing, like, three hundred thousand year went bankrupt. Right? A lot of the clients actually went into down sales and then started to pick up. Right? Because we actually started to take care of them. And that [16:57] >> was that was really, really interesting. Another client was in Asia. It was a big financial institution, and they lost 90% of their business within the first month of COVID. So that was it was kinda like it. And everybody says, well, overexposure to a couple of clients is bad. Well, yeah, in the ideal world, it is. But if you, again, are starting and bootstrapping and kinda like somebody, you know, you have a client who actually pays you [17:25] >> million dollars in advance, and it's aligned with your vision, that is pretty awesome. You can do a lot of stuff with that. And the bad stuff is you are overexposed. So, yeah, we got over that. We actually we actually, you know, reshuffled the company. We went into product led growth. We started, you know, like, working differently with enterprises, and now we are growing very nicely. So that's my couple of lessons, you know, like so, like, yeah. [17:52] >> Work with cash, bootstrap early, you know, like, work with your clients and build community. And always, always, you know, change. Godard was saying that. You know, the only constant we have is the change. Okay, thanks very much. Thanks, Pavel.

Introduction hey folks my guest today is pablo dolezal he's building a very cool company called kabula he helps companies utilize data to grow their profits faster pablo are you ready to take it to the top yes nathan i am thank you for inviting me so is kabula is this that's k-e-b-o guys if you want to follow along is this for marketers or developers well it's actually for developers it's for you know people that today would be called data engineers or analytical engineers and where did you get the idea well it's actually it's kind of like scratching your own knee you know so the company was actually founded uh over 10 years ago it was founded by peter schumacher and it was a developer shop you know helping companies to migrate to cloud and they noticed over time you know everybody wanted the same things regarding data to integrate warehouse you know to transfer transformed it and they just didn't want to do it again and again you know doing the devops script so they start to build and you know internal tool for automations i was about 2015 when i met them and i was like guys you know this internal tool this is we should build a product company around it so we got together we you know like we actually rebranded kabul as a product company started to be like the name so we kept it and we've been going on since and how big was the agency in 2015 what was agency revenue that year it was actually i don't really know but i remember i was like really slow it was like five six people so yeah yeah guys i can't take it out it was like 400 okay or something so so what happened though did you buy the technology from them or are they still on the cap table or what no no we actually it was uh back then it was it was two owners it was the milan uh and peter schumacher and i joined as a as kind of like the third uh owner and we founded the product part of the company so we just like we got rid of slowly the the the you know like the revenue service revenue which was you know and started just focusing on the platform revenue i see and when you joined it they give you like did you split it evenly at third or third or third yeah it was actually it was actually hard i had to make you know to actually i had to work for my share for three years so it was not you know it was actually how we like it it was real and it was really open and like yeah we would really love you to be our partner and you know like the co-founder of this but hey you know like you're new we don't know you so are you okay if you you know earn your share you know over the period of three years i was like i like it okay i love it you know that's just how it should be so how much do you own today oh we all we all three of us have a split the three percent one third oh i see okay got it so you own thirty percent that's great and then let's talk about like how Currently serving 175 customers customers are using this new so how many customers are paying today for the tool well as i said interesting you know like last year it was uh it was like around 115 124 actually last year and uh this year we actually already added over 50 new customers so because we we started a little bit different motion we started product motion this year so because before this year you couldn't buy quebec you know on the internet we were just growing by referrals and contracts so probably just be clear you have about 175 customers today yes before a year ago and as a customer i redefined somebody who's paying you know not somebody who's using us for free but who's paying and about how much should they pay per month on average well it actually we split we split the the customers into enterprise uh then we have assemblies and in the smbs we also have growing you know startups and when then we have the pejor gold model which is the product light and that's just starting so like all those 50 average around 3 000 uh 3000 arr and then the smbs they would they would kind of like be somewhere between thousand to two hundred and fifty thousand and then we have a couple of enterprises and they are 350 north in ar not counting the services sorry i'm confused so add it all up how Monthly recurring revenue much mr did you guys do last month uh last month we are now we are now actually doing 4.9 uh arr you know on annualized basis so divided by 12 it's kind of like something like 440 or something like that 420 430. okay very interesting and which segment is growing the fastest pay as you go smb or enterprise well it's actually uh for us now it's it's uh it's two it's uh the enterprise and it's the page you go and that's just you know we start to concentrate on as you go and that was really interesting because during the covet everybody told us you should actually open up the product like you know as you go motion and we're like okay okay we don't have time for it but then we did and in the first six months we got 900 projects started and in july we got 260 projects started now people pay as they go is it based on minutes in the system or no i know it's a credit card but what's the utility value yeah it's the number of minutes that the platform actually runs their jobs so you know either you extract the data when you warehouse the data but you run the pipelines and you know like all the way from construction transformation to actually reverse etl it actually uses some compute time which creates a job so by number of minutes number of minutes per month interesting okay got it so that makes a lot of sense um what's the team size look like today how many people well actually two months ago we were 48 people since then we started to actually hire more and more people in sales and marketing which we didn't have before so as of current we are 56 people and how many in sales well that's actually a funny story uh last december we had one person in sales then we hired the three people into sales in first in the first half of uh this year and as of today we actually we actually have uh 10 people as of august and how many of those 10 carry a quota all of them but they are all new so they're just how do you set the quota for new reps that's actually we hired we hired the guy who to run the inside cells and then his name is paul danaki and he actually came to us with the methodology and how to actually do it and so it's based on uh both outbound and bound you know like like levels so he actually set the first levels in the first half of this year you know finding out the process how many outbound you know goals he can actually do set up the demos and based on that you know he set up the process for his reps that he is just hiring as a smell so what's the name of the person you hired sorry paul ganaki and where was he from uh he's actually originally from scotland and he moved to prague uh several years ago what company did he come from oh he actually he came he came from computer associates and then he was working for a runecast which is another startup got it so he's like your vp of sales and he's now hiring new reps yeah i see interesting okay so you're not but you don't have them on a quota yet you're still trying to figure that out yeah exactly okay why did you hire 10 right off the bat why not experiment with two or three we actually did experiments so we we all 10 are not in inside sales so there are some people in enterprise sales as well but we actually hired first we actually ours for the first poll then we hired the second red we saw how they were ramping up you know and how it worked together with the uh psja gold model so so you know like upselling and doing outbound as well and when after first first two months actually both of them were were doing you know like the numbers of outbound and the actually the the context progressed to high pipeline then we actually uh then we actually said well there is no time to wait and we should really start scaling this you know faster than we were previously because until last year we we pretty much didn't have sales you know we we were experimenting like now once here we have one person you know you have two people in chicago or then three people for some time but we were just experimenting with that but most of our pros look like you're at 420 000 bucks a month today in revenue where were you a year ago a year a year ago we actually we were we were uh in in 2000 uh in 2020 we actually ended 4-7 2019 we actually ended 4.1 and 2018 we actually ended 2.4 so we were probably you were away sorry you know as i said that we are we were growing you know like 2018 2019 we're going about 60 percent but then the coveteer you know like we got some we got some we got some uh people actually you know like a little little bit down there was some effect especially in the hospitality and the enterprise and then you know like we started to grow again yeah yeah okay got it so 4.9 now 4.7 a year ago 4.1 before that 2.4 million in 2018 and that's all from an agency that was doing 400 grand in sales in 2015. yep exactly did you guys bootstrap this or raise capital Bootstrapped no it's all bootstrap until now yeah we love that nice work man congratulations yeah it's a theme what's the toughest thing about doing about bootstrapping something like this huh you know for us it was actually a choice you know when we started because we saw that uh that we were a little bit ahead of the market so we're like hey we actually need to experiment with this we need to we need to see how to do it and we had customers who paid us so we was we were creating a mini brand you know in in in the in the central eastern europe and customers were totally happy the toughest thing with that is but i think it's actually an advantage especially in the beginning you have to really juggle your uh your resources right so you can't do five different you know experiments but to be honest when you are small you cannot do five different experiments because your organization is not really set up for if you do five you cannot really devote attention to it so you have to be very you know you have to be very precise and very diligent in what you select to do it makes sense and obviously your engineering team is a limited resource right you only build so many products so fast how many engineers do you have today uh we have 28 uh 28 engineers and plus 400 actually engineers in our marketplace because we set up from the beginning as a platform so we are not building you know the connectors data or or actually writers to systems and most of that is built by community so there was there's actually 1400 apps in our marketplace which was created by 400 different developers and that's you know the communities part we actually love a lot how did you convince 400 engineers to build 1400 apps in your marketplace like how do they make money why is it worth their time well they actually uh there are two reasons uh first uh like i would say like a lot of them are are from our partners who are actually doing implementation of qibla and stuff and some sometimes they would need something you know and they would just like them it's our philosophy like you you shouldn't wait for us right to put it on the roadmap you know we do the courses then the platform so when they wanted something like special connector to teradata which they didn't like our default so they would create that for their customers right and open source it and uh and then the second part which actually is really interesting uh people inside the companies actually create their own applications for internal use so you know that's how they productize the data because we we see that you know data is not analytics only you know analytics is kind of like the first way first step right you want to look at the data but then it's about the actions that you do with the data you know how do you write it into the places where you consume data like crm intercom you know everything and how do you automate the use cases like customer 360 and stuff like that so once they start doing that they start actually write data into systems they actually produce put that in production and created new apps yup okay that makes sense got it so it's helping them build their own companies maybe they run an agency their customers need it so they build the integration are they sticky pable these customers what's the term look like yeah it's actually really interesting you know like until until the uh last year we pretty much didn't know you know like the turn so it was actually very very good and last year we actually until last year we had eight ten percent eight to ten percent and last year it was like 21 in the base of customers who either you know like like went bankrupt or or you know like totally scaled down their businesses or stopped for a bit of the year some of them i would say like 30 actually came back during last year but you know some of them went out of the business if you were a restaurant business in u.s and you had 15 you know like locations coveter hit you really bad well you're talking 20 churn last year is that right yeah yeah do you have anything in the in the logo in the logos i mean yeah what about the revenue yeah the revenue actually uh the revenue was pretty good uh we actually expanded you know the the revenue as well so uh net retention rate you know in dollars was actually 2019 was 119 and 2020 was 105 already now we are in 100 uh 111 so like 11 on top this year that's great yeah so if you turn 20 you expand 31 so from a net perspective you're 111 yeah that's really great how are you getting new customers well uh it was until until actually it was mostly referrals people would you know know us you know they would use us somewhere they would go somewhere they would take house or they would recommend something like we have a we have a customer thomas trooper who is like super rock star and you know like he he built uh roughly group which is a billion dollar company you know out of czech republic they do groceries delivery within two hours and it is actually his third venture where he took us right so people you know take us with them and uh and during the code we saw you know like how the work is changing so we say hey let's accelerate that you know now is the time you know we have proven the product people are happy with us now is the time to actually accelerate yeah yeah that makes a lot of sense all right what's next for the product you guys are used planning to stay bootstrapped do you plan to raise capital or what well uh next for the product from the product perspective we are actually coming with with some new features for more for the developers uh you know we put in devops kindly pipelines but from the company perspective uh we are actually thinking you know what to do next because like we have now we have we have cash we have uh for for foreseeable months and we are generating you know more and more money so we'll see we'll see how it turns out next six months to be honest you know we we got approached by a lot of people but you know but until now we were comfortable with bootstrapping if we see that we can deploy more capital than we actually have you know for market for operations we'll think about it yeah yeah Profits of of the 420 000 bucks a month you're occurring revenue that you do how much goes to the bottom line each month so uh we uh if you if you say bottom line you mean like all the expenses for you yeah okay so uh we actually until last year end of last year we were profitable like uh and we we had like 600 000 profit and uh we started let me start hiring all those new people in june july we actually made the decision that we will go within next six months we will not be profitable and reinvest all that because we we're you know hoarding the cash from last year so as of now you know like we are minus but it's it's uh it's something that we made by decision to invest makes a lot of sense pablo let's wrap up here with the famous five number one what's your favorite book well probably you know like the normal ones you know you would say i actually like some volumes made in america or the you know book uh from the guys that made aldi because that's really you know like people who made the business from the bottom up into large large scales number two is there a founder you're following or studying yeah i was thinking about actually you found i should follow a lot of founders but you know like uh lately you know the guys from fast you know the calm are really interesting and i like a lot of new people actually who started who started things about the bitcoin but uh you know like one of the people who never never you know like never never stops amazing me jack dorsey you know from what he's doing like so many different ideas i really love it number three is there what's your favorite online tool for building the business yeah uh actually it's uh it's the instant messages i would say and the data looker you know i'm telling you what's good number four how many hours of sleep do you get uh seven to eight i cannot do less for longer periods of time and what's your situation bible married single kids i'm married i have three kids three kids and how are you uh they are 10 12 no you oh me i'm 45 45 last question what's something you wish you knew when you were 20 uh life goes really fast you know like older you get you know like just like enjoy it every day guys kabula launched in 2011 they were an agency they did 400 grand in sales in 2015 pablo came in and said guys there's a product here let's launch it they spun it out in 2015 did 2.4 million in sales in 2018 now at a 4.9 million dollar run rate really healthy growth doing almost 420 grand a month in revenue very profitable 175 customers that pound average two or three grand per month for again this developer tool to help developers access their data faster in dashboarding again all bootstrap 56 on the team 20 engineers 10 sales reps most of those guys knew as they figure out their sales motion pablo thanks for taking us to the top thank you nathan have a great day one more thing before you go we have a brand new show every thursday at 1 pm central it's called shark tank for sas 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 1 p.m central additionally remember these recorded founder interviews go live we release them here on youtube every day at 2 p.m 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 sas world whether it's an acquisition a big fundraise a big sale a big profitability statement or something else i don't want you to miss it additionally if you want to take this conversation deeper and further we have by far the largest private slack community for b2b sas 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 that at nathan lacka dot com forward slash slack in the meantime i'm hanging out with you here on youtube i'll be in the comments for the next 30 minutes feel free to let me know what you thought about this episode 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 got to push them away click the thumbs up below to counter them and know that i appreciate your guys support all right i'll be in the comments see ya