Founder Interview
How Londr Reached $100K Revenue in 2022 with 30 Customers and an Uber-for-Laundry Model (Interview with CEO Jennifer Meyer)
- Interview Date
- January 10, 2023
- Interviewee
- Jennifer MeyerCEO
Company Metrics at Interview Time
Annual Revenue (2022)
$100,000
Active Customers (2023)
30
Average Order Value (2023)
$50
Total Funding Raised (2020)
$900,000
Year Founded
2020
Historical Snapshot
These numbers were reported by Jennifer Meyer during her interview with Nathan Latka in January 2023 and are a historical snapshot, not current figures. See Londr’s current numbers.
Key Takeaways
- 01Londr reported $100,000 in revenue for 2022 across its peer-to-peer laundry marketplace
- 02The company had 30 active customers as of January 2023, generating roughly 100 loads of laundry per month
- 03Average order value is $50 for a large bag and $30 for a small bag, with the washer keeping $32 of each $50 order
- 04Londr raised a $900,000 seed round in 2020 from a family member of the co-founders
- 05Key commercial customers include chiropractors and Airbnb property managers who need recurring laundry service
- 06Growth to date has relied almost entirely on organic SEO, app store discovery, door-to-door outreach, and a local news feature
- 07Jennifer Meyer joined as CEO in July 2022, taking an equity stake of approximately 20% after multiple rounds
- 08The platform has close to 5,000 washers signed up across the country with near-zero marketing spend
Company Metrics at Time of Interview
| Metric | Value | Source |
|---|---|---|
| Annual Revenue (2022) | $100,000 | Founder interview, Jan 2023 |
| Active Customers (2023) | 30 | Founder interview, Jan 2023 |
| Monthly Loads of Laundry (2023) | 100 | Founder interview, Jan 2023 |
| Average Order Value (large bag) (2023) | $50 | Founder interview, Jan 2023 |
| Average Order Value (small bag) (2023) | $30 | Founder interview, Jan 2023 |
| Washer Payout per Large Order (2023) | $32 | Founder interview, Jan 2023 |
| Washers on Platform (2023) | 5,000 | Founder interview, Jan 2023 |
| Seed Round Raised (2020) | $900,000 | Founder interview, Jan 2023 |
| Year Founded | 2020 | Founder interview, Jan 2023 |
| CEO Equity Stake (2023) | 20% | Founder interview, Jan 2023 |
Growth Breakdown
Revenue
Londr reported $100,000 in revenue for 2022. As of January 2023 the company was generating approximately 100 loads of laundry per month from 30 active customers, with an average order value of $50 for a large bag and $30 for a small bag.
Customers
The 30 active customers as of early 2023 include both consumer households and commercial clients such as chiropractors and Airbnb property managers. Commercial clients tend to place two to three orders per week, making them the higher-volume segment of the business.
Team and Funding
Londr raised a $900,000 seed round in 2020 from a family member of the co-founders, which funded development of the customer app and washer app. Funding ran out before Jennifer Meyer joined as CEO in July 2022, and the company was bootstrapping operations at the time of the interview.
Profitability
Jennifer Meyer acknowledged that the business model requires significant volume before reaching net cash positive, since washers retain $32 of every $50 large-bag order. The company was not profitable at the time of the interview and was actively pursuing a new funding round to accelerate marketing.
Growth Strategy
Organic SEO and App Store Discovery
The majority of Londr's customer and washer sign-ups have come through organic searches on Google, the Apple App Store, and the Google Play Store, with near-zero marketing spend. Jennifer Meyer identified continued investment in SEO as a key lever for future growth.
Door-to-Door Outreach
Local customers in Idaho and Utah were acquired through direct door-to-door outreach. This hands-on approach helped Londr build its initial cluster of consistent weekly customers in its home market.
Cold Outreach to Commercial Clients
Londr has targeted chiropractors and short-term rental property managers as commercial accounts because their laundry needs are recurring and non-discretionary. These clients generate multiple orders per week and provide more predictable revenue than consumer households.
Earned Media
Jennifer Meyer credited a local news station feature as the single most effective marketing the company had done, generating the highest traffic spike to date. She identified continued earned media as a scalable, low-cost awareness channel.
Planned Paid Marketing Post-Raise
Meyer stated she has already selected a national marketing firm and plans to launch heavy marketing campaigns once the current funding round closes, targeting both customer acquisition and re-engagement of the existing platform base.
Best Quotes
“It's both. But essentially, if if you have a laundry need, so if you want someone to do your laundry, there's someone out there who's willing to do it for you. So like Uber, somebody needs a ride. There's somebody out there who has a car who's willing to give you a ride.”
“We've had over 2,000 customers sign up over the country and we have close to 5,000 washers. And what's brilliant, Nathan, is we've had almost zero marketing spend. These people are finding us just through organic searches either on an app store or in either the app store or the Google Play Store or Internet search laundry services.”
“The small bag is $30 and the large bag is 50.”
“The washer makes $32. So the washer actually makes a pretty good chunk of it.”
“Currently, we've we're we're measuring where my litmus is when I look is what is our revenue? And currently our revenue is only about $5,000 a month. Okay. And I can give you a little bit more background as to where those numbers are and why they are. But so we had about a $100,000 of revenue just this year.”
“My strengths are not in technology development. So I would have to pay someone else to do that. Mhmm. So coming up with cash versus jumping in and taking an opportunity that already exists is for me and my strengths is an easier thing to accomplish than starting something brand new from scratch.”
“A lot of our local customers were were door knocking, but, you know, the customers that we have in, it's interesting. Actually, the the most effective marketing we did was having a a local news station talk about us. And we have the highest hits from that. So it's going to be just getting, the visibility, getting in front of people.”
“I believe that partly is maybe they, you know, they've tried us and they're like, you know what, I'm just gonna do my laundry myself. It's not that they're like, I'll give this a try and I don't like it. Some that could be, you know, this last year was, a pretty significant change in the economy as well and people are tightening their purse strings and people are getting laid off and, you know, that's an easy thing to cut, which is why we're focusing as well on the businesses because, you know, chiropractors, short term property rentals, it's a need that they're gonna have to have regardless.”
What Happened Next
This interview captures Londr at a specific moment in January 2023, when the company had 30 active customers, $100,000 in 2022 revenue, and was preparing to launch a new funding round. Jennifer Meyer had been CEO for roughly six months and was pivoting the business toward commercial clients while planning a national marketing push. The figures here are a historical snapshot and may not reflect the company's current scale, funding status, or customer count. Visit the Londr company profile on GetLatka for the most current available data.
View Londr’s current profile and metricsFull Transcript
Chapters
- 0:00Introduction and Business Overview
- 0:49What Is Londr: Uber for Laundry Explained
- 1:45Geographic Coverage and Platform Scale
- 2:34Marketplace Dynamics: Customers and Washers
- 2:47Pricing and Bag Sizes
- 5:56Unit Economics: Washer Payout and Business Model
- 6:49Current Revenue and Volume
- 9:24Customer Breakdown and Commercial Clients
- 9:56Founding Story and Seed Round
- 11:11Jennifer Meyer Joins as CEO
- 12:16Growth Strategy: SEO, Door-to-Door, and Earned Media
- 16:58Revenue Decline and Customer Attrition
- 17:48Why Londr Is Focusing on Commercial Clients
- 18:30Famous Five Rapid Fire
- 19:40Closing Summary and Wrap-Up
Introduction and Business Overview
Nathan Latka
00:00Founders of londr.com. It's a b to b. You know, they'll help you do your loads of laundry service, chiropractors, property managers that need sheets done every week, things like that. Now she just joined actually about a year ago. They're now doing $5,000 a month in revenue from 30 customers. They did $200,000 total last year, and they were doing about 12,000 a month when she came in and took over. She's repositioning the company, trying to drive some
00:21extra growth here. They ran out of funding before she joined and now relying on SEO strategies door to door in Utah to sign up these customers, aiming to raise $750,000 on a seed round. I call it a 3,000,000 cap. We'll see what happens. Hey, folks. My guest today is Jennifer Meyer. She's the CEO of londr, a seasoned entrepreneur and business leader who is for the first time running a SaaS company. She's a goddess of networking and
00:41business development, which is the perfect combination for this startup, which is like Uber for laundry. Jennifer, you ready to take us to the top?
Jennifer Meyer
00:48>> I am.
What Is Londr: Uber for Laundry Explained
Nathan Latka
00:49Alright. Uber for laundry, what does that mean? And is it is it b two c or b two b?
Jennifer Meyer
00:54>> It's both. But essentially, if if you have a laundry need, so if you want someone to do your laundry, there's someone out there who's willing to do it for you. So like Uber, somebody needs a ride. There's somebody out there who has a car who's willing to give you a ride.
Nathan Latka
01:09And what geographies do you cover currently?
Jennifer Meyer
01:13>> Currently, we're available in all 50 states. We have had sign ups in all 50 states, but we are targeting we have clusters of customers in a number of places around The US. We're based in Idaho, so that's where we started. So we have some in Idaho and in Utah on the Wasatch Front. We have some customers in Santa Rosa, California, Denver, Montana, around Houston, Texas. We have some in Southern Florida, Kansas.
Geographic Coverage and Platform Scale
Nathan Latka
01:45I think that we have some pockets. So obviously, this is a tough business, harder than Pure SaaS, because you really have a marketplace you have to build. You have two customers you have to sell. Walk me through that. How many cleaners are on the platform today, and how many people who need cleaning are on the platform?
Jennifer Meyer
01:59>> We've had over 2,000 customers sign up over the country and we have close to 5,000 washers. And what's brilliant, Nathan, is we've had almost zero marketing spend. These people are finding us just through organic searches either on an app store or in either the app store or the Google Play Store or Internet search laundry services.
Nathan Latka
02:26Let's go back to that in a second because I wanna get your origin story and how you got into this space. But before we do that, what's the average cost per wash?
Marketplace Dynamics: Customers and Washers
Jennifer Meyer
02:34>> The majority of our customers, we have two size bags, kind of a like a medium sized bag and really almost an extra large bag. And an extra large
Nathan Latka
02:44What is it? How do you measure them? Is it like gallons or something like that?
Pricing and Bag Sizes
Jennifer Meyer
02:47>> Yeah, it's in gallons. The small one is more like a kitchen garbage bag and it would do about laundry for two people for a week.
Nathan Latka
02:55And the large small is like 15 gallons?
Jennifer Meyer
02:59>> Yeah. Thirteen thirteen gallons is I think the the kitchen one. And I can't remember what the the other one is, but it's more like the large outdoor garden bags, the big black bags.
Nathan Latka
03:10Gallons.
Jennifer Meyer
03:11>> Yes. Yeah.
Nathan Latka
03:13Okay. Interesting. And that's like a family of four or something?
Jennifer Meyer
03:16>> Yeah. I would do about a family of four for a week. Yeah. And
Nathan Latka
03:20Interesting.
Jennifer Meyer
03:22>> The small bag is $30 and the large bag is 50.
Nathan Latka
03:25Mhmm.
03:26Okay. And that's all in?
Jennifer Meyer
03:28>> All in. Not including tips if you wanna tip your washer.
Nathan Latka
03:33Oh, what's going on there, YouTube? Good to see you guys. Now imagine this. You love watching these interviews with SaaS founders. But imagine if we took all of the valuation data out from over 2,807 interviews I've done manually saves you a lot of time. Well, we've done this. We've built it into the beautiful interface inside of Founderpath. Check this out. I'll show you how you can access this in a second, but you log in, you connect
03:56your Stripe account, you see your valuation real time. You can see what it changed over the past eighty eight days and even set goals for valuation this year. Now the secret evaluation is there's many different ways to value a SaaS business. So the reason you're gonna see three or four different valuations inside of your Founderpath dashboard, this is all free by the way, is because depending on who's doing the buying of your SaaS company, you're gonna
04:21get a different valuation. A VC is gonna pay a different valuation. Private equity firm is different. If you're gonna do a minority sale, that's different. And if you sell the whole business, that's a different valuation. You can see all those when I hover over here. Right? So the teal is what a VC would pay. Yellow is what private equity and red is if you sold the whole thing outright. Now what's cool about this is this is
04:42not built off random data. Again, you guys hear these interviews on YouTube. All these datas are built from real time valuation data points founder share with us on the show. So traction, 1,200,000 seed round, 3.7 raise. They sold 22% of their business. Go in here and filter by the event. Maybe you only wanna see companies that have sold the whole business. Well, here are a bunch that have been acquired, the valuation and the multiple. Maybe you're
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05:30you wanna check this tool out, if you wanna jump in and sign up, you can check it out for free to get your valuation at this link. This link, founderpath.com/products/valuations. Or if you go to founderpath.com and hover over products, click on get your valuation here, and go ahead and sign up to give it a whirl. Again, all that valuation data live right inside the platform. I hope to see you there. Alright. Let's jump back into the
Unit Economics: Washer Payout and Business Model
Nathan Latka
05:56interview. So break down the economics on that. If I'm a family of four and I wanna use laundr.com, again, guys, it's londr.com, Jennifer, of the $50 I pay for my large 30 gallon bag, how much of that will go to the washer versus how much does londr get to keep?
Jennifer Meyer
06:13>> Yep. The washer makes $32. So the washer actually makes a pretty good chunk of it.
Nathan Latka
06:20Interesting.
Jennifer Meyer
06:22>> From a business model perspective, it's it's a bit like Uber and that it's going to take a volume of customers before we get to a net cash positive or a profitability standpoint. So it's just going to be a volume. But by that point, we'll be able to have different products that we can sell to them, you know, upscale upsell to
06:41>> our customers and our washers, whether it's discounted soap products or things like that or even advertising on our platform.
Current Revenue and Volume
Nathan Latka
06:49Mhmm. Mhmm. And this makes tons of sense. I guess, again, before we go back and get launch date, what's the volume look like today in the past thirty days? How many is it loads of laundry? I mean, what do you measure? Is it number of washes?
Jennifer Meyer
07:01>> Currently, we've we're we're measuring where my litmus is when I look is what is our revenue? And currently our revenue is only about $5,000 a month. Okay. And I can give you a little bit more background as to where those numbers are and why they are. But so we had about a $100,000 of revenue just this year.
Nathan Latka
07:22Like in 2022
Jennifer Meyer
07:23>> the full full second year of pardon me. Yes. Yes. But we are our our plan is we're raising money. We're, going for a safe round or a seed round and we're hoping that after that raise well, actually not hoping. I know that after that raise, I've already selected my marketing firm. It's a national marketing firm. I know that we're gonna be doing some heavy marketing blasting and getting some customer support people on our team to be
07:50>> able to market more to the people that we have on our platform.
Nathan Latka
07:52Jennifer, how much are you targeting to raise?
Jennifer Meyer
07:54>> 1,000,000 or more. $750,000.
Nathan Latka
07:57Okay. And what about what cap do you think you'll be able to raise it on in today's market? 3,000,000, 5,000,000, 1,000,000?
Jennifer Meyer
08:03>> Believe it's around 3,000,000. Yep.
Nathan Latka
08:05Okay. Interesting.
Jennifer Meyer
08:06>> And pretty conservative.
Nathan Latka
08:08Have you started have you started the process?
Jennifer Meyer
08:10>> Yes.
Nathan Latka
08:11What's next step? Do have a term sheet yet?
Jennifer Meyer
08:15>> No. We're I've got really, it's early stages of that presentation, a formal presentation to a local firm,
08:24>> working with independent angel angels and other angel networks here locally. So it's just starting that conversation of getting meetings, showing pitch deck, etcetera.
Nathan Latka
08:34Yep. That's great. And so, the $5,000 a month you're doing right now on revenue, make convert that into number of washes for me. How many loads of laundry is that?
Jennifer Meyer
08:44>> It's about a 100.
Nathan Latka
08:46It's about a 100. Interesting. Okay. 100 loads a month right now. And do you have significant geographic concentration, like, Montana or in Utah? Where's the majority of your customers today?
Jennifer Meyer
08:55>> I believe the majority of them are here in Idaho, but we do have consistent customers in California, Kansas, Texas.
09:07Mhmm.
09:07>> I think those are probably where we've got the the majority of our consistent every week customers.
Nathan Latka
09:14And of the 100 loads you did over the past thirty days, is that a one to one ratio? So one customer is equal to one load, or can one customer do two loads in the same month?
Customer Breakdown and Commercial Clients
Jennifer Meyer
09:24>> Oh, yeah. We've actually have the higher volume is actually tied to our commercial clients. So for example, we have, a couple of chiropractors and they do two or three loads of laundry with us a week. And we also have, property managers who do short term property rentals like Airbnb, who, we just do their laundry for them on a turnover.
Nathan Latka
09:48Interesting. So how many unique customers make up the 100 loads per month?
Jennifer Meyer
09:54>> We probably have about 30 customers.
Founding Story and Seed Round
Nathan Latka
09:56Okay. Really interesting. How did I you mean, that's the story here. Right? Tell when did you launch the business? What year?
Jennifer Meyer
10:03>> So the business was launched in early twenty twenty, and I was not part of that early launch. There were two co founders and they, were able to get a seed investment from a family member and they, with that, they were able to build the two apps, the customer app, the washer app, and then also
Nathan Latka
10:24This is all in 2020. Right?
Jennifer Meyer
10:26>> And 2020 and through 2021.
Nathan Latka
10:30Was the seed round closed and how much was the seed round?
Jennifer Meyer
10:33>> It was 900,000.
Nathan Latka
10:36What year?
Jennifer Meyer
10:37>> 2020.
Nathan Latka
10:39Ah, okay. Okay.
Jennifer Meyer
10:41>> So funding ran out. One of the co founders needed to,
10:47>> have income. So he had to leave the company and has now since found a job elsewhere and the existing co founder and his advisors suggested that having a female CEO for this type of company would make sense. Mhmm. And so they looked for one and just one that wants to come in, you know, on a risk, on an equity company. And so I started last July.
Jennifer Meyer Joins as CEO
Nathan Latka
11:11Interesting. Now you coming in as a CEO, I always wonder I mean, they have to give you a of equity to make it worth it. Otherwise, you would just go launch this thing from scratch and do it yourself and own a 100%. So what's the balance?
Jennifer Meyer
11:23>> The equity.
Nathan Latka
11:26Or Why take equity in an early stage company versus going and just being selfish and starting one yourself and keeping a 100%?
Jennifer Meyer
11:34>> Well, my strengths are not in technology development. So I would have to pay someone else to do that. Mhmm. So coming up with cash versus jumping in and taking an opportunity that already exists is for me and my strengths is an easier thing to accomplish than starting something brand new from scratch.
Nathan Latka
11:54I think that makes total sense. Can I ask you how much equity they comped you with?
Jennifer Meyer
11:58>> Yep. I'm I'm gonna end up after several rounds at about 20%.
Nathan Latka
12:03Okay. 20 okay. That's great. And then the rest of the equity is with the investors and the original two co founders?
Jennifer Meyer
12:09>> Yep. And also with the company in for, stock options for future employees, etcetera.
Growth Strategy: SEO, Door-to-Door, and Earned Media
Nathan Latka
12:16Okay. We've already set that aside. That make that that makes a ton of sense. Okay. So after you joined, walk me through the growth strategy today. You mentioned Google Play and App Stores. Is that where you're getting most of these property manager customers, the chiropractor customers?
Jennifer Meyer
12:29>> Yes.
Nathan Latka
12:31Okay. And how do you
Jennifer Meyer
12:32>> We're just do doing organic searches on our website or organic searches for laundry services near me.
Nathan Latka
12:38Mhmm. This is a very competitive space though. There's I mean, there are a lot of apps doing tens of millions in revenue in this space. How do you outrank them and what are those keywords you outrank them for?
Jennifer Meyer
12:49>> Well, it's curious that you mentioned that because there are companies, who do laundry services, but they're not a peer to peer, right, like an Uber of an individual and an individual, right? There may be a company that does, you know, wash and fold and maybe they have a delivery service or you've got dry cleaners or, laundromats, right? And yes, it is a hugely saturated market, but what is not saturated is the online market for laundry only
13:24>> of door to door. There's really only a handful of companies in the country. Actually There other countries who are in a similar
13:38>> but there's probably about five of us who have any kind of market share, existing market share.
Nathan Latka
13:44Jennifer, how do you beat like, how do you beat like a Bolt Laundry, which has 1,300 reviews, a five star rating, or Hamper App, which has 98,000 reviews. These guys rank number one and number two for the search term laundry services near me. This is I wanna understand how you are going to take these folks down with your creativity.
Jennifer Meyer
14:02>> Right. So Hamper App is actually not like us. They are actually a connector. They are almost a third party connector. So they'll connect the customer to somebody else that will do the laundry. They won't, they're not actually facilitating the direct competition. So
14:21>> the competitive advantage there is pricing because we'll be able to control that price. Whereas they are essentially it's a third party. It's like an Expedia, for example.
Nathan Latka
14:30But how do you out my point is how do you outrank them? Right? If the keyword you're leaning on is laundry services near me, it doesn't matter really because, you know, customer will know about you if you don't at least get in the keyword ranking. So how do you just get in the rankings in the top five?
Jennifer Meyer
14:44>> Well, you've gotta spend some money on SEO and some marketing. That's gonna help a ton. But what our competitive advantage is gonna be is we're actually in a purpose driven company and that our goal is to really is to make a community of people because unlike Uber, you know, you may never see the same driver again. And with us, you may have the same washer time after time after time, and you would develop a relationship with
15:12>> them. So if you're a family, for example, and you've got four kids or three kids or however, and they're different ages and you know the different activities they do and all of the nuances of how you want your laundry done and how you want it folded, you have it's like having a house cleaner or somebody who's doing your yard. After a while, you have a trusted partner who's taking care of a very important need in your
15:32>> family, the laundry. And so we're focusing on that relationship and that's gonna be our differentiating factor is that relationship, but also we're going to be enabling our customers and washers to find local nonprofits in their communities where you've got maybe battered women and children shelters and they just need some clean clothes or of a
Nathan Latka
15:52what I'm trying to get to is like how like, this all is remarkable and it's fantastic. But if no one finds you, just none of it matters. Right? So like how how can people find you? I get it you're different and you're not the same, if they don't find you, it's useless.
Jennifer Meyer
16:05>> Right. Well, part of that's gonna be marketing. Right? And like I told you, we've spent had zero marketing spend in the last couple years.
Nathan Latka
16:12Spend to you can't really spend to beat someone on SEO. That's that's it takes a lot of time more than anything else, and it takes domain authority getting above seventy, eighty, 90 in terms of DR rank. So, like, this is I feel like this would be very hard to beat the legacy players on SEO, but I bet there's, like, some other creative strategies you've already used to sign up these 30 customers. Tell us a couple of
16:32those stories. Do you door knock in Utah? I mean, how do you get them?
Jennifer Meyer
16:36>> Yeah. A lot of our local customers were were door knocking, but, you know, the customers that we have in, it's interesting. Actually, the the most effective marketing we did was having a a local news station talk about us. And we have the highest hits from that. So it's going to be just getting, the visibility, getting in front of people.
Revenue Decline and Customer Attrition
Nathan Latka
16:58Yep. Okay. That makes a lot of sense. And if you're at $5,000 a month today in revenue, where were you exactly one year ago? Do you remember?
Jennifer Meyer
17:07>> I don't because I was not yet with the company, but we were actually at that point, they were just kind of at the end of their funding and they were just beginning to ramp up. And they were at about, at this time a year ago, they had finally ramped up to around $12,000 a month over a four month period from about 5 to 7, 9
Nathan Latka
17:27So you guys have shrunk a bunch then over the past twelve months. What happened?
Jennifer Meyer
17:32>> There's a natural attrition rate attrition rate and and this is universal with actually all of our competitors.
Nathan Latka
17:39But why? With washed every I mean, people wear clothes every day. They need them washed every week. Why are they leaving you?
Why Londr Is Focusing on Commercial Clients
Jennifer Meyer
17:48>> I believe that partly is maybe they, you know, they've tried us and they're like, you know what, I'm just gonna do my laundry myself. It's not that they're like, I'll give this a try and I don't like it. Some that could be, you know, this last year was, a pretty significant change in the economy as well and people are tightening their purse strings and people are getting laid off and, you know, that's an easy thing to
18:11>> cut, which is why we're focusing as well on the businesses because, you know, chiropractors, short term property rentals, it's a need that they're gonna have to have regardless.
Nathan Latka
18:23So Well, we're we're rooting for you. We'll see what, we'll see what happen. We're out of time though for today. Let's wrap up with the famous five.
Famous Five Rapid Fire
Nathan Latka
18:30Number one, what's your favorite book?
Jennifer Meyer
18:33>> Daring Greatly by Brene Brown.
Nathan Latka
18:35Number two, is there a CEO you're following or studying?
Jennifer Meyer
18:42>> Who I want to emulate is Taylor Swift. She's the one I admire most.
Nathan Latka
18:47Number three, what's your favorite online tool for building londr?
Jennifer Meyer
18:52>> HubSpot.
Nathan Latka
18:53Number four. How many hours of sleep do get every night?
Jennifer Meyer
18:58>> Six to eight.
Nathan Latka
18:59Okay. That's not bad. And what's your situation? Married, single, kiddos?
Jennifer Meyer
19:03>> Married, two kids.
Nathan Latka
19:04Two kids. That's amazing. Okay. And do mind me asking how old you are?
Jennifer Meyer
19:08>> No. I'm 50.
Nathan Latka
19:10Okay. Last question.
19:11Something you wish you knew when you were 20 years old.
Jennifer Meyer
19:15>> How to code.
Nathan Latka
19:19Guys, there you have it. The founders of londr.com. It's a B2B. You know, they'll help you do your loads of laundry service, chiropractors, property managers that need sheets done every week, things like that. Now she just joined actually about a year ago. They're now doing $5,000 a month in revenue from 30 customers. They did $200,000 total last year, and they were doing about 12,000 a month when she came in and took over. She's repositioning the company,
Closing Summary and Wrap-Up
Nathan Latka
19:40trying to drive some extra growth here. They ran out of funding before she joined and now relying on SEO strategies door to door in Utah to sign up these customers. Aiming to raise $750,000 on a seed round. I call it a 3,000,000 cap. We'll see what happens. Jennifer, thanks for taking us to the top.
Jennifer Meyer
19:55>> Thank you so much. I appreciate it.
Nathan Latka
19:57One 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 one
20:22p. M. Central. Additionally, remember these recorded Founder interviews go live. We release them here on YouTube every day at two 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 SaaS world, whether it's
20:43an 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 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
21:05people are saying. Sign up for 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
21:24to 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 you.