How QuestionPro Reached $30M Revenue in 2022 Through Bootstrapped Acquisitions (Interview with CEO Vivek Bhaskaran)

Introduction and QuestionPro Overview

Nathan Latka

00:00Questionpro.com finished 2022 at a 30,000,000 run rate, up from 20,000,000 back in 2019. He's bought five companies and done this all organically and bootstrap since launching in 2005. It's a tool that helps you learn from your employees, learn from your customers, all through smart surveys and engagement tools. Check it out at questionpro.com. Hey, folks. My guest today is Vivek Bhaskaran. He is the CEO and founder of a company called questionpro. Bootstrapped, he's done a lot of

00:26M and A. Last time we spoke, he broke $19,000,000 in revenue, serving over 4,800 customers. He's now in warm and sunny San Francisco while I freeze down here in Austin. Vivek, are you ready to take us to the top?

Vivek Bhaskaran

00:37>> Yes, sir. Let's go for it. Second time. I love it.

M and A Activity and Current Pipeline

Nathan Latka

00:40Second time. Your first your your your recording when you presented on stage at one of our last events where you talked about how you used WhatsApp to text basically another founder and ended up closing a deal with your one page sort of LOI was a massive hit. Are you still today even in a recession looking at M and A opportunities or no?

Vivek Bhaskaran

00:58>> I'm doubling down. I mean, in fact, I have three deals in the pipeline right now. I think yeah. I mean, from an M and A perspective, the kind of deals we do, like, you know, there are still deals to be made, and we're active.

Nathan Latka

01:12So guys, questionpro helps you run surveys to do research, understand your customer's experience, and also get feedback from your employees to manage employee engagement. Vivek, with that context, how are you thinking about M and A? Do you go buy in adjacent product categories? Do you double down on the current niches you're in? How are you thinking about it?

Three Enterprise Buyer Categories

Vivek Bhaskaran

01:30>> So we doubled down on the current niches we're in. So you had like you said, like, you correctly, accurately pointed out, there are three different buyers. Look at from the enterprise perspective. There are three buyers. Number one is consumer insights and market research. Somebody in a company doing research. They typically follow-up on marketing. Second buyer is customer experience. So people are trying to figure out NPS, like somebody's in charge of figuring out what's going on with

01:52>> existing customers, how can we prevent churn, how can we upsell them. And the third component is HR, obviously, employee surveys really. So any product or services that sells to each of these buyers, we are interested in. We are trying to kind of build it out. So my model has been, look at a buyer, put the buyer in the center of our kind of sphere and say everything that he spends on or he or she spends on,

02:16>> we want to have those tools and services around that. But that's the kind of general pattern that followed. So for example, in fact, Valerie from Suite CX, she was on your show a couple of years ago, or maybe a year and a half ago really. So she built a journey mapping platform for the CX buyer, if you think about it. So we do the surveys for the CX buyer, she built the journey mapping platform for the

02:38>> CX buyer, so we kind of combined forces and we acquired them actually last year. We acquired them.

Nathan Latka

02:42Bro, where is my 1% fee? Come on man!

Vivek Bhaskaran

02:46>> 1% is the hourly, you know, the time that I oh, actually, you know what? The poker money. Since you kill me on poker, every time I spend a grand with you on poker. So the poker money is your 1%. There you go.

Nathan Latka

02:57I love that. Well, congrats on giving ideas on how's it going? You know, lot of people say you buy a company and it's so hard to actually merge two companies. How many companies have you bought since you founded the company in 2005? And how is the CX integration going with Valerie?

Challenges of Integrating Acquired Companies

Vivek Bhaskaran

03:11>> Yeah. So when people say it's hard, it is hard. I mean, it's not an easy thing. There's cultural issues. The tech issues are, you know, there are cultural issues, tech issues, and then obviously business. The business issues are the easiest one. Like, know, what? Look. Look. You're cross sell blah blah blah. So pretty straightforward. Cultural is the hardest one. Tech is kind of in the middle realistically, right? And from a, you know, with Valerie, and obviously

03:33>> Valerie and I hit it off, but there are a lot of, you know, it's not just Valerie, she's got a bunch of people. They don't, you know, usually you have at least 20% attrition, I would argue. Anytime you do a deal, 20% of the people in the selling company will just leave no matter what, no matter what you do, really. Because they are like, it's good kind of like break point if you will, the way I

03:53>> look at it, it's a break point, right? So look, know, if you're working for a company that got sold, you'll be like, Let's take a break. Okay, let's see what's going on. And then once you start looking, you know, you're going find something, quite frankly, you're going to leave. So I think we are kind of, so in my kind of experience, the first time it was kind of a shock, Like, look, you know, we lost a

04:10>> bunch of people. But the next time, the third time, they're like, look, I'm expecting 20 to 30% attrition.

Nathan Latka

04:16Oh, 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

04:40your 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

05:04get 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

05:26not 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

05:51going out right now and you're raising your seed round. We'll go in here and look at all this recent seed deals that went down, what they raised, what valuation they raised at and what percent that they sold. There's never been a larger dataset of SaaS valuations than what you can get now inside of Founderpath. And we're thrilled to bring it to you. All right, we're gonna go back to the YouTube video here in a second, but

06:13if you 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

06:40the interview.

06:41>> By that.

06:41And how many have you done so? How many acquisitions have you done since

Acquisition Count and Lessons Learned

Vivek Bhaskaran

06:45>> I've done like five, six or five or seven. Yeah, between five and seven, honestly. The first ones are pretty small. They were only asset deals. And later on, as we got better at it, now we kind of like, we still do asset deals, but we kind of like are looking for more asset plus, you know, asset as in tech, plus customers, plus, you know, the standard operation. We want customers, we want people from a, you know, from an

07:07>> HR perspective and obviously some tech from a software perspective. And the other thing that I want to kind of like my lesson learned, I would argue, is from a tech integration perspective, the first time I did it, I did not rewrite the platform. It rewrite their code base. And that's, in fact, in long term a huge mistake, right? So because now you have multiple code bases and my team doesn't want to work on that or and

Code Base Rewrite Strategy

Vivek Bhaskaran

07:33>> there's all these cultural issues start coming into play. So what I've started to do now is like, hey, you know, we model the acquisition, such that we are going to rewrite the code base. End of story, right? So the upfront, we say, look, we're going to buy this awesome piece of tech, but we're going to rewrite it because we have a way and we have a team and we want to manage it. That is, well, that

07:54>> seems a little bit expensive, but that's what you want to do in the long run. Because otherwise, you'll have a hodgepodge of, you know, these guys use Ruby, those guys use Java, these guys use Python. And now you have, like, you know, it's a shit show at that point. So if you're not ready to rewrite the tech, I would say, like, then you are in for a lot of pain in terms of, you know, if you're

08:15>> just going to buy in to unload the company, then I can, don't care. But if you're to stick around with it for three to five years, then, you know, then you can even model the the cost of the rewrite into the acquisition price real estate way. Right? Like, okay, like post post deal, it's gonna take us a year, year and a half to rewrite your tech, and here's how it's gonna cost. And rewriting tech is actually

08:38>> not that complicated once you know what to build. The key thing that Valerie did was, alright, cool, we know exactly what the product market fit is, everything's working, people are paying for it, oh, it's written in PHP and something else. Okay, cool. We need to write it in Node and React and all that stuff. So that's a fairly easy task. Easy task. Nothing nothing is easy.

Nathan Latka

09:01What revenue multiple did you pay for SuiteCX?

SuiteCX Deal Structure and Revenue Multiple

Vivek Bhaskaran

09:04>> SuiteCX, were, like, two x, I think. Not a ton, but not I mean, you know, so it's not super lowball either, and, you know, not five x, 10 x either. So I think it ended up being two x with with some with some kickers if, you know, if it could go up all the way to three x if if if certain, you know, obviously, benchmarks are met.

Nathan Latka

09:27How do you structure the two x? You know, obviously, there's the deal price, which is two x, and there's the deal structure. Is it all cash upfront, options, earn outs, kickers? How do you think about that?

Conserving Cash in Acquisitions

Vivek Bhaskaran

09:36>> Yeah. All of the above. All of the above. Really. Right? So we have to be slightly more creative so we don't have you know, we don't we want to conserve cash, like, you know, frankly, realistically. So from a from a from buyer's perspective, we want to we want to derisk ourselves, conserve as much cash as possible while still getting the deal past the finish line, simply put, right? That's the way I look at it. And in

09:56>> my case, what I kind of get down to is like how much, you know, everybody's got a minimum cash requirement, frankly, right? I mean, every founder has got some sort of in their head, you know, I think it's in the head, frankly, most of the time. It's like, okay, look, there's the cash I need. And that's what I really kind of hone into and say like, okay, look, can I provide you, can I be comfortable with

10:17>> dropping this much cash upfront? Realistically? So that's kind of the, you know, ultimately, Nathan, that's kind of what it comes down to. Everything else is kind of like, you can hedge against almost everything, both sides, but if you have minimum cash, if you said like, look, if in your head, like, gotta exit this business with at least 10,000,000 cash, then you gotta find somebody who's comfortable dropping a $10,000,000 check cash up front. Now the deal price

10:40>> could be $30,000,000 or 10,000,000 or $20,000,000 or $40,000,000 but if your upfront price tag is what it is, that's what matters. What I zone into, at least the kind of deals that I do that I zone into. They're like, okay, how much do you need to kind of like, you know, where you not walk away from it? So if we can get to that number, then I then we can negotiate on the rest of the components

11:03>> really, right? And if I can pay upfront and then the rest do I pay over time, over two years, over three years, over one year, and do I pay stock cash or stock or, you know, warrants or whatever it is. So all those things can be can be structured.

11:17>> But to me, the most important negotiating position is the upfront cash element because that makes or breaks a deal, simply put. And it's a subjective argument, frankly, the most part. A subjective argument. Look, you may want you know, it is what it is what you want on a personal level, realistically.

Nathan Latka

11:34So for sweet c x, on day one, what was your current cash exposure, I. E, your sunk cost if everything fails?

Vivek Bhaskaran

11:40>> One x. One x.

Nathan Latka

11:42Oh, wow. Okay. Now when she came on my show back in March 2022, she said she had about 850 k of ARR with 30 paying customers. So your total cash exposure on day one was effectively something like 800 k.

Vivek Bhaskaran

11:54>> Yeah. A little less than 700 and change, I think. Right? 700 and change was my exposure.

Nathan Latka

11:58And how'd you get her I mean, a lot of people that wanna be like you and buy other companies are gonna go, how did Vivek get Valerie comfortable paying, you know, a one x cash up front for this? I mean, there's kickers over time, but how did you why was she okay with that number? How'd you get her there?

Why SuiteCX Was Worth the Time

Vivek Bhaskaran

12:11>> Well, I think two things. One, I flew in and met with her on day one, straight up. I wanted the deal, and I think this goes down to basic kind of sales, really. Like, you want a deal, you go and chase it down. Even though obviously we were the acquiring company, it's not beyond me to just pick up, you know, go catch a flight to Charlotte, North Carolina, and sit down with her and spend a day

12:39>> with her saying, Hey, look, I really want to do this deal. I may not be able to pay you, you know, what you exactly want. Obviously, she wants more than one extra cash upfront, realistically, right? So I may not be able to. But here's our who, here's our we are, here's how the combined company, here's the things that we bring to the table that you don't have, you don't have a go to market function, it's pretty

12:59>> weak, let's assume that. We have a much stronger go to market function. Yes, we don't have a product, you have a product, so let's kind of marry the two together and we can sell shit out of it. And then these are other kind of components that we bring to the table in terms of, you know, size and kind of like, you know, SOC two compliance and there's a bunch of other randomized stuff realistically. Right? So so

13:19>> going back to your question, how how do we, you know, know, the key one of the key things was like, you know, I kind of like leaned into it, and the second thing is obviously she saw the benefit in terms of her long term value. You know, and we structured the deal such that, you know, again, are not a private equity company, we don't we don't wanna fuck people over their earn outs. Honestly, we've I think

13:37>> I've never ever kinda not paid an earn out. But if you ask the same question to a PE company, you can get that ratio.

Nathan Latka

13:44It's it's I've done it. I've done it many times, and they rarely see the earn out if you're in a being bought by PE company.

Vivek Bhaskaran

13:50>> Exactly. So and that's the other reason why people wanna kinda like work with me also. Like, I mean, I think I'm pretty sure she would

13:56>> have probably sold it for even a slightly better price to a PE guy,

13:59>> but they but they but she wanted to be part of, you know, frankly, a regular normal company. Right? Not not not be bought and sold 15 times.

Nathan Latka

14:07How do you how do you get her so you're negotiating. You're saying, listen, Valerie. I'm happy to pay a two x multiple here with a path of three x over time. The upfront cash is gonna be about 800 k, which was one x of our ARR, about one x of our ARR at the time. But in order for her to see value in the extra upside, you know, the two x and then getting to three x,

14:23I assume you're giving her some sort of options or warrants, you've gotta defend your valuation or the value of questionpro to her so she sees value in those options. How do you go through that?

Vivek Bhaskaran

14:33>> I mean, the good news for me is like there's like enough public conversations that have happened on my in my business. I mean, look, there's Qualtrics and Medallia, there's SurveyMonkey, there's a whole bunch of really large players realistically. Right? So they have some sort of a benchmark. Right? Right? Agree that we are not publicly valued in any particular shape, way, shape, or form, but we are big enough right now. We are doing $30,000,000 in revenue, so

14:53>> it's like it's not like

Nathan Latka

14:5430,000,000 is what you finished last year with or

14:56that's your current run rate?

2022 Revenue and 2023 Target

Vivek Bhaskaran

14:57>> Yeah. Last So we we finished 2022 with $30,000,000. So it's not like we're a small company.

Nathan Latka

15:03Finish this year with?

Vivek Bhaskaran

15:04>> Well, the target is 40. So let's see. 40.

Nathan Latka

15:07Okay. And that's gonna be organic, or does that include some M and A in there?

Vivek Bhaskaran

15:10>> No. Organic. Yeah. I mean I mean, the M and A's are gonna be small here, like, not, like, five million. And then maybe we do one or two deals of, like, maybe a million bucks here and there, but not necessarily like, 90%. My expectation is 80 at least 80% of that is gonna be organic, maybe 20%, you know, m and a. But, you know, yeah,

15:25>> maybe eighty, twenty is kind of the benchmark that I would put.

Nathan Latka

15:27So how did you defend that? Like, you're you're buying when did you close the deal with her, Suite CX?

Vivek Bhaskaran

15:32>> Last year. Late last year. Like Okay. October of last year. It took a it took a long time. I'll be honest, it took a long time because she had to get super comfortable with me over a period of time. It was probably the longest kinda

Nathan Latka

15:46of since first conversation to close?

Vivek Bhaskaran

15:48>> About six to eight months, dude.

15:49>> Right? Usually, I've never spent this much

15:52>> time, at least personally. But, I mean, it was obviously like every deal. It almost fell apart till, obviously, we kinda pulled through, and both of us kinda pulled through towards the end.

Nathan Latka

16:03Because Why it worth your why is it worth your time? I mean, you're rewriting the whole code base. She only has 1,000,000 in revenue and 30 paying customers. It takes six months of your time. Why why is it worth it?

Strategic Value of Journey Mapping

Vivek Bhaskaran

16:14>> Because she's got an expertise in that particular market that we just don't have straight up. I mean, I'll tell you. She can sell journey mapping better than anybody I've ever seen in my entire life. Yes, it's a pretty small number,

16:29>> but it's an important element in the ecosystem. If you don't have journey mapping, if you think about CX ecosystem, large companies start the conversation off with journey mapping. They don't start off with saying, Hey, let's do an NPS program together. They start off with, Let's understand the journey of the customer, then find the touch points, and then find the of different elements that we need to measure. From my perspective, that was an important element in that

16:54>> customer buying journey, right? So if we can get that earlier, we can get the latter part. That was the thesis. And that's why I spent, if it was just another survey company with, like, you know, doing the same thing, then, you know, obviously, it's not it's just revenue acquisitions. It's kinda like

Nathan Latka

17:10But so right around close date, Joel, this was late last year, you must have been doing something around, like, 27, 28,000,000 run rate. What what did you value yeah. Based off public comments, like, what do you value the business at as of close date, like October last year?

Vivek Bhaskaran

17:23>> So we kinda have an internal kinda like benchmark of a five x, simply put. Right? It's not it's not 10, it's not three, realistically. That's the way we kinda like think about ourselves.

Nathan Latka

17:33So that'd about a 140,000,000 valuation end of last year is the way you think.

Vivek Bhaskaran

17:36>> Yeah, 100, a little south of that, like

17:38>> a 120 is probably what I would put it at and say like look, know, 2024 ish, '25 ish, you know, in that range in terms of, you know, revenue

Nathan Latka

17:45So then let me let me ask you a question because Thoma Bravo got very aggressive in this space in October as well. They they spent 800,000,000 previously on a majority stake in user Zoom. They spent another 1,300,000,000 buying Alfonso's company, which he's been on the show many times for 1,300,000,000. You know, their revenue is not that higher than I mean, Alfonso's at, like, 75 in ARR. Right? So you're call you know, what is that, like,

18:05a third of his? Did Thoma Bravo ask you? Did they they put a deal in front of you?

Internal Valuation and Path to Scale

Vivek Bhaskaran

18:09>> No. No. I think we are kinda below the radar, I would argue, so we're still kind of under the radar. We've not raised money, of like it's so nobody's shopping us around at, you know, at any any aggressive kind of way. My goal is to get I think if I can get to 70 I mean, I think there is a difference between a thirty and seventy, honestly. At 70 people look at you and say like, look,

18:30>> we can get you to 200 or 300, even at 30 getting Yeah.

Nathan Latka

18:33Mean, paid 1,300,000,000 for 80,000,000 in of ARR at user testing. That's a 16 x multiple compared to what you value yourself at, which you just told us is like a five x. You're saying the reason there's a delta there is because you just need more scale to get a higher multiple.

Vivek Bhaskaran

18:44>> Correct. That's my analysis realistically, right? Like you know there's a, you know, just like there's a difference between like you know a $10,000,000 company and a $30,000,000 company, there's difference between a 30 and a $70,000,000 business straight up really, right? So I think the

18:58>> trigger is in the sixty-seventy range where people can look at that and say like, can we get this to 200, 300, 400 really, right? And that's a linear argument. I mean it's still a pretty big lift, but it's a linear argument, right? But from 30 to 300 is still a lot of things have to happen. So which is what I'm kind of working on right now. Like if I can get to 70, then I think you

19:24>> know, we can get in the double digit multiple range fairly easily.

Nathan Latka

19:27Love to see you go on a buying spree during a recession. You're in such a healthy position. I just feel like you could go up to, like, 50, 60,000,000 this year in revenue if you can find the right companies to buy. And by the way, your buddy Nathan's got a little debt fund where if you need to fund those employees.

Vivek Bhaskaran

19:40>> Yes, sir. Plug that shit in, brother.

Nathan Latka

19:43Plug that shit. Make that happen. Yeah. Yeah. That's awesome, though. Congrats, Vivek. This is really impressive story. Look. We've only focused on economics and M and A. I want to give you a chance to promote the platform here briefly because I know a lot of our listeners will enjoy it. If people want to test the platform, where can they find you?

Startup Program Announcement

Vivek Bhaskaran

19:58>> Actually, you know what? I have a better deal for you. I'm launching a startup program where, like, if you're a startup, it's fucking free, dude. That's it. I don't even want to, you know, it's, you know, it's just like every other questionprostartups questionpro.com/startups, really, right? And I'll send you a link also, but, like, yeah, mean, just apply for it and and it's $10,000 software we give you for free. It's not no bullshit. It's not like two

20:19>> months, three months, it's the whole year, and it's the full blown software. It's not like a shitty version of our software either. So it's like

Nathan Latka

20:25That's amazing. And guys, his eligibility requirements for that is the startup has to be less than thirty six months old. You have to raise under to have 10,000,000 under that raise, and you have to be incorporated with a domain name.

Vivek Bhaskaran

20:35>> Not like, know, I got I got an idea and, like, know, give me some free thought. We're like, no. Come on.

Nathan Latka

20:40You gotta you gotta you gotta at least get a goddamn domain name.

Vivek Bhaskaran

20:42>> Go go go pay go pay GoDaddy at least, like, $8 to get a register of goddamn domain name.

Nathan Latka

20:47Guys, Vivek Vivek, you know, I have a list of heroes in the bootstrap SaaS space. The founders, I think we need to be celebrating, putting on magazine covers, putting them on cable, promoting the hell out of them. Vivek is one of them. He's competing against so many competitors with hundreds of millions of VC funding. He continues to just grind away since 2005. Keep growing. Buy other bootstrappers. Come speak on our stages. He's an incredible human being.

21:08So check it out. Questionpro.com/startups. Check that out. Vivek, let's wrap up here with the famous five. Number one, favorite book.

Famous Five Rapid Fire

Vivek Bhaskaran

21:17>> I've not read a book in a long time, dude, but Ray Dalio's principles is still fucking, you know, on the money.

Nathan Latka

21:24Number two, is there a CEO you're following or studying?

Vivek Bhaskaran

21:27>> I used to follow Bezos be before he became a tech, but that's alright.

Nathan Latka

21:32Number three, what's your favorite online tool for building questionpro besides one of your own?

Vivek Bhaskaran

21:38>> So I'm a fan, I love Balsamiq. It's not an online tool, but like, you know, like, Figma is great, but Balsamiq is even like it gets kind of the information architecture really quickly, really fast in terms of what I want to get done. And you don't need to have you don't get caught up with the UI design elements. You get the information elements really quickly, really fast.

Nathan Latka

21:58And Balsamiq is a desktop app. So when you're on a Delta flight and they say you have Wi Fi and it turns out you don't have Wi Fi, you can use Balsamiq, but you can't use Figma. Right? That's how I use Balsamiq.

Vivek Bhaskaran

22:08>> That's right. Yeah. You I know you use it. I know you use it for Founderpath and a couple of deals.

22:11>> Right? Yeah. Yeah. Yeah. Yeah.

Nathan Latka

22:12Number four, Vivek. How many hours of sleep do get every night?

Vivek Bhaskaran

22:16>> Try to get eight. Usually, end up getting six.

Nathan Latka

22:19Okay. And situation, married, single kids?

Vivek Bhaskaran

22:22>> Two kids. Two teenagers, actually. 12 13 and no. She's just she's gonna tell 13 and 15. So it's like in a different lifestyle now. It's amazing. They were younger, it was different.

Nathan Latka

22:33New job in San Francisco. Right?

Vivek Bhaskaran

22:35>> Yeah. She finished off her PhD in psychology, and she went back to school late, she got a got a job. And so we kinda said, like, let's let's pack our bags and go to

22:44>> San Francisco for a couple of years.

Nathan Latka

22:45Alright, Vivek. And how old are you?

Vivek Bhaskaran

22:47>> I'm 47. 46.

Nathan Latka

22:4946 years young. Last question.

Vivek Bhaskaran

22:51>> Something you wish you knew when you were 20.

Closing Thoughts on Hustle and Entrepreneurship

Vivek Bhaskaran

22:54>> Oh, I had hustled harder when I was in 20. That's it. Like, I mean, I think I started hustling when I was 24, 25. I wish, like, you know, I had I had started my company when I was right out of college. And it's the best thing I've ever done in my life. I I don't think I can ever work for anybody.

Nathan Latka

23:10Guys, questionpro.com finished 2022 at a 30,000,000 run rate, up from 20,000,000 back in 2019. He's bought five companies and done this all organically and bootstrap since launching in 2005. It's a tool that helps you learn from your employees, learn from your customers, all through smart surveys and engagement tools. Check it out at questionpro.com. Vivek, thanks for taking us to the top.

Vivek Bhaskaran

23:31>> Alright. Cheers, man. See you.

Nathan Latka

23:33One more thing before you go. We have a brand new show every Thursday at 1PM central. It's called Shark Tank for SaaS. We call it deal or bust. One founder comes on, three hungry buyers, they try and do a deal live and the founder shares back end dashboards, their expenses, their revenue, ARPU, CAC, LTV, you name it, they share it and the buyers try and make a deal live. It is fun to watch every Thursday 1PM

23:58Central. Additionally, remember these recorded founder interviews go live. We release them here on YouTube every day at 2PM Central. To make sure you don't miss any of that, make sure you click the subscribe button below here on YouTube, the big red button and then click the little bell notification to make sure you get notifications when we do go live. I wouldn't want you to miss breaking news in the SaaS world, whether it's an acquisition, a big

24:20fundraise, a big sale, a big profitability statement or 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 people are saying. Sign up

24:42for that @nathanlatka.comslashslack. In the meantime, I'm hanging out with you here on YouTube. I'll be in the comments for the next thirty minutes. Feel free to let me know what you thought about this episode. And if you enjoyed it, click the thumbs up. We get a lot of haters that are mad at how aggressive I am on these shows, but I do it so that we can all learn. We have to counter those people. We got

25:02to push them away. Click the thumbs up below to counter them and know that I appreciate your guys'support. Alright, I'll be in the comments. See you. Hi.