How Singular Reached 150 Enterprise Customers and Over 125% Net Dollar Retention (Interview with Co-Founder and CEO Gadi Eliashiv)

Introduction and Background

Nathan Latka

00:01Hello everyone. My guest today is Gadi Eliashiv. He is the starting... He started programming in his teens to help build a successful data startup that exited to Facebook eventually and currently leads Singular, the top marketing intelligence platform for mobile and cross platform marketers who need granular insights as well as high level summaries. Alright, Gadi, you ready to take us to the top?

The Onavo Exit to Facebook

Gadi Eliashiv

00:20>> Yeah.

Nathan Latka

00:20Alright, which was the company It you sold to

Gadi Eliashiv

00:23>> was Onavo. We were part of the senior executive team, one of the first employees in the company, and actually all three founders of my current company are actually part of their Onavo leadership team.

Nathan Latka

00:33Pronounce it Onavo or spell it?

Gadi Eliashiv

00:36>> Onavo. Yeah. It was always funny. It's o n a v o.

Nathan Latka

00:40O n a v o. Okay. Good. And was it... I mean, it a was it a was it a fuck you money exit, or was it like an acquihire? We need to roll this thing into Facebook exit.

Gadi Eliashiv

00:47>> It was... No. It was actually a really good multiplier enough. I don't know. I mean, for... Probably for the founders, it was it was a serious outcome,

Nathan Latka

00:54but I make you rich?

Gadi Eliashiv

00:56>> Not really.

What Singular Does

Nathan Latka

00:58Fair enough. Alright. So let's talk about your current company, Singular. What's the company do, and is it a pure play SaaS company?

Gadi Eliashiv

01:06>> Yes. So it's a pure play SaaS company, and basically what we do is we call it marketing intelligence platform. And the concept is that we help companies, especially growth marketers, unify all their marketing data, transform all this data into meaningful insights, and basically optimize their growth. And I'll give you another second. When we started the company, we just noticed how marketers are just faced with all this data in front of them. There's easily like a 100 platforms

01:32>> that big companies use in their marketing suite. And we're just shocked at how hard it is to even answer the most basic questions. And at first we thought maybe it's just us. We looked at our own company back at Onavo and some of our customers, but the more we've talked to companies, the more we realized, oh my God, some of the biggest companies in The States, in Europe are facing the same problem as what we saw.

01:53>> So that was really exciting to see.

Pricing and Average Contract Value

Nathan Latka

01:55Mhmm. And so to help me understand how your pricing... So what pricing activities do you upsell against and what's the average customer paying per month would you say?

Gadi Eliashiv

02:02>> The average is... We actually have a nice IACV, so it's about 200 k annually. So you can just to be

Nathan Latka

02:10clear, that's historical ad, that's ARPU, not forward looking, what you want to sell ACVs at?

Gadi Eliashiv

02:15>> Yes. Although it's not... Yes. Mean, like every customer, it could be really big, but we've grown that quite a bit. So when we started, we were about 60 ks ACV and we've gone to like 200, and a lot of that growth was how we built our product and how we've been able to add more value over time. We just had functionality, and that's one of the exciting paths that we've chosen is bringing the platform to play

02:41>> and just expanding functionality with customers over time.

Nathan Latka

02:43Yes, Gadi, just to be clear, you're currently in an enterprise obviously playbook, At a $200,000 ACV. Historically you were at as low as 60. So when you look at your historical ARPU, the average customer is paying what, $70,000, $80,000, $90,000 a month, I mean a year?

Gadi Eliashiv

02:58>> Oh no, so that's the beautiful part. We've been able to increase that cohort dramatically as well. What we've done is both on the historical cohorts as well as the new ones,

Nathan Latka

03:06you'll It's 200.

Gadi Eliashiv

03:08>> Yeah. Like $170,000, $150,000, $200,000. I mean, that's the range.

Company Timeline and Founding Story

Nathan Latka

03:11Okay. Fair enough. Alright. And then put this on a timeline for me. When'd you launch?

Gadi Eliashiv

03:16>> Launched in 2014, in about mid year or so, And in

Nathan Latka

03:22why 2014? Did you... Were you leaving Facebook at that point or what?

Gadi Eliashiv

03:26>> Yeah. So we actually have a funny story about that. I'll tell you in a in a sentence. We basically... I was at Onavo, kind of sensed an acquisition is coming, and I felt that's my chance to leave and start a company right now. Otherwise, I'll have golden handcuffs.

Nathan Latka

03:42How'd you feel that way? How'd you know an acquisition was coming?

Gadi Eliashiv

03:45>> We were part of the management team, you know, we were... I was close to a CEO, and then we knew at a high level. I didn't know all the details, but, you know, we're senior enough to understand that it's coming. But also, I've been in the company for such a long time, and, you know, I've known the founders really well. I gave them, like, a nine months notice. We were that close. Just to

Nathan Latka

04:02be clear, weren't you... Didn't you join that team in 2011?

Gadi Eliashiv

04:06>> Oh, yes.

Nathan Latka

04:07So, I mean, you you were there... I mean, you're only there about a year and... What? A year and a half, a year, almost two years. Right? So nine... I mean, give them nine months kind of runway, but I mean, you weren't there a long time.

Gadi Eliashiv

04:16>> Yeah. I was a cons... I was, I guess, a consultant in the beginning, even though I was like full time, I was still studying.

Nathan Latka

04:23Doesn't that screw them though? If Facebook is in the middle of negotiations to buy them and they see, assuming you are extremely important, one of the extremely important people giving notice, doesn't that screw the offer?

Gadi Eliashiv

04:36>> You know, in a way, every engineer is valuable and every... I was a leader of research and so it was valuable, but Facebook saw much more than the team. It wasn't an acquihire. They bought the business or they bought the data, and so it was meaningful enough where I think, you know, I don't think I personally made an impact or any single employee would make an impact, And even if I did, it was minimal. And,

05:02>> you know, the CEO was amazing with me. Like he, you know, tried to keep me as much as he could. And at first, at some point I just told him, look, I want to do it now. Want to start a company. I was honest with them from day one and I said that, and it was fair enough to say, you know what, Gadi, good luck. I'll help you. He's been helping me ever since.

Nathan Latka

05:21There's a lot of people that said Facebook did this deal because they wanted office in Israel. I assume that was probably part of it, but additionally, I mean, this is Facebook's getting into trouble some, you know, some trouble right now in terms of what they're doing on apps that look like they're kind of, you know, consumer facing will help you use the app more efficiently. But really, it's a research tool. I mean, this was really a

05:39research tool they were buying, and that's what the value they saw.

Gadi Eliashiv

05:43>> I think that they saw value from multiple angles. So I think, yes, the research tool, the data was meaningful, and again, you know, I wasn't that close to the final negotiations and everything that happened. I mean, left before the acquisition, so my knowledge of what happened after is very limited, but I can only guess that the data was valuable, but also the team members. Like we built a killer team and all of our guys- But no,

Nathan Latka

06:02but you can't say that if you're leaving, you can't say the team is really important, and then when I ask you, well, why didn't the value decrease when you left then say, well, no, I wasn't important. I was as head of research.

Gadi Eliashiv

06:11>> No. It's not to say I wasn't important. It's just that I don't think that I, as a single person, as important as I was, and I think that, you know, I was very important.

Nathan Latka

06:20How many people were on the team at the point?

Gadi Eliashiv

06:22>> How many, sorry?

Nathan Latka

06:23How many people were on the team when you sold?

Gadi Eliashiv

06:26>> I don't remember. Maybe a 100.

Nathan Latka

06:29Okay.

Gadi Eliashiv

06:29>> Maybe more.

Getting the First Five Customers

Nathan Latka

06:30Fair enough. Let's let's focus back. Let's focus back on you. So 2014, sense an acquisition's coming, you leave. 2014, you launched Singular. So you've had four or five years now doing this. How many customers have you scaled to?

Gadi Eliashiv

06:43>> About 150, 200, something like that.

Nathan Latka

06:45Okay. And walk me through the first like five. This is like where you're like hustling your ass off. These are the fun moments. How'd you get the first five?

Gadi Eliashiv

06:52>> Wow, that's crazy. So we first,

06:56>> we started a company based in Israel, and we officially started a company in The US. I had one co founder in The US, me and another co founder in Israel, and when we started the company, one of the things we did was just start by going to local customers in Israel. And I remember the first time they actually made fun of us that we don't even have an entity, but the goal for us was just to

07:14>> come in and ask them some questions.

Nathan Latka

07:16Who? Who'd you go into? We

Gadi Eliashiv

07:18>> usually went to heads of marketing, VPs of marketing, back then.

Nathan Latka

07:22No. No.

Gadi Eliashiv

07:22>> But what

Nathan Latka

07:22was the company?

Gadi Eliashiv

07:24>> Oh, it was a company called GetTaxi or now it's called Gett, which is like a Lyft competitor.

Nathan Latka

07:29And how'd you network your way into the head of marketing there?

Gadi Eliashiv

07:33>> It's funny. I guess, you know, I've known some mutual people. I've asked for introduction. I mean, early days as an entrepreneur, you just got to use whatever network you have, even if it's very slim and you kind of build it from there. I think we even, you know, actually in the really early days, what we did was we put a self-service mockup of the product on the web, and we answered some questions on Quora and people

07:58>> were asking like, how do I look at my ROI? How do I even understand what's going on in my marketing? And we're like, oh, you should use Singular. And so people would come in, sort of just a self-service portal, they would connect all their different technologies, which is like the kind of the beginning of the onboarding of our product, And then we'll show them a page saying, Oh, we'll contact you to talk about the next of

08:18>> the, the remaining of the onboarding. So some of the leads came that way. And really the first five customers were just using our network or maybe some inbound

Nathan Latka

08:26Did you close GetTaxi?

Gadi Eliashiv

08:28>> Yeah. They're actually customer number one.

Revenue Discussion and Growth Rate

Nathan Latka

08:30That's awesome. Alright. Got it. That's good stuff. So, I mean, can I take a 150 customers times that ACV you gave me earlier to back into revenue? I mean, is that accurate? That would put you at about 2,100,000 a month right now.

Gadi Eliashiv

08:43>> Yeah. Probably wouldn't comment on that. But

Nathan Latka

08:45Well, I'm taking your numbers. I mean, you already commented. You said a 150 customers, and earlier, you said a $170,000 ACV historical average. That would put you at two point... It's multiplication. That would put you at 2,100,000 a month.

Gadi Eliashiv

08:56>> Yeah, you can put something in that range, guess.

Nathan Latka

08:59Okay. Well, correct them though if they're wrong. I mean, one of the numbers you already gave me not accurate or higher or lower?

Gadi Eliashiv

09:04>> No, it's just, know, there's different, I mean, I guess that the way I factor the tiers, no, it's actually, it's not accurate. Yeah, I just don't want it to be quoted on your, I guess on your website, if that's okay.

Nathan Latka

09:21Oh, no. No. That... It's fine, but I just wanna make sure. So you... You've broken 2,000,000 a month at this point. That that that would mean you have a 150 customers at a $170,000 ACV on average?

Gadi Eliashiv

09:30>> Yeah. That's I said that gives you ranges. I said, like, one fifty to 200. I said one fifty to 200 customers. So you kinda can use that ballpark for the higher or lower ends as you

Nathan Latka

09:40want Look, I wanna do the most conservative. So then we'll go down to $150,000 ACV with your minimum 150 customers. That would put you out, call it 1.8 a month, something like that.

Gadi Eliashiv

09:49>> Yeah.

Nathan Latka

09:49Will you break 2,000,000 a month this year you think, or are you still that's too far out?

Gadi Eliashiv

09:53>> No. We will.

Nathan Latka

09:55You will. Okay. And what's and what's the growth look like? So if you're caught 1.8, you know, a month today, where were you a year ago?

Gadi Eliashiv

10:02>> We were growing... Last year was actually really strong. And what we've done last year was we even acquired a company, which is something I never thought I would be

Nathan Latka

10:11Hold on. Hold on. Hold on. Let's just... Let's focus on that a second.

Gadi Eliashiv

10:13>> Yeah. Yeah.

Nathan Latka

10:14We'll go to back to... I wanna get... I'll... We'll dive into that in a second. But so you're doing 1.8 today. What were you doing a year ago? January 2018.

Gadi Eliashiv

10:20>> God. Let me see the numbers. I'm pretty sure that we've either reached a 100% or close to a 100%.

Nathan Latka

10:26So you're doing like $900,000 a month about a year ago.

Gadi Eliashiv

10:29>> See. Yeah. It's funny. You're asking me about the month, and our CFO for the last six months is kicking my ass to talk ARR. So if you wanna talk to Neil, we're not thinking monthly anymore. But yes, I'm feeling like... Yeah. Maybe more than that if I'm looking at your numbers, like 900 times 12. Probably more than that, but yes.

Nathan Latka

10:47Okay. That was a very confusing answer. Have you doubled year over year?

Gadi Eliashiv

10:51>> Last year, yes.

Nathan Latka

10:52Okay. Good. So that would have taken you from about $900,000 a month in January 2018 to about 1,800,000 a month today and call it January, February 2019.

Revenue Mix: Upsells vs New Customers

Gadi Eliashiv

11:00>> Yeah.

Nathan Latka

11:00Where did most of the growth come where did most of growth come from? Expansion revenue on historical cohorts or brand new customer additions?

Gadi Eliashiv

11:08>> A lot of upsells actually. I would say more like a 40% from upsells and 60% from new revenue. And so, one of the things that we've seen is a lot of our historical cohorts have been growing, but also some of the new customer acquisition we've done just landed customers at a higher size to begin with. So that's been...

Funding Rounds and Investors

Nathan Latka

11:29Yep. No. That makes a lot of sense. Now have you funded the company or have you stayed bootstrapped?

Gadi Eliashiv

11:33>> No. Definitely funded. So we had three rounds of funding, total of 50. Most recent round was from Norwest Venture Partners. You've actually met Scott Pichak, I think you've interviewed him.

Nathan Latka

11:44What'd think by the way?

Gadi Eliashiv

11:45>> You like... I thought he did good.

Nathan Latka

11:46I think he let me hit him a little bit, but I thought he did well.

Gadi Eliashiv

11:50>> Yeah, Yeah. Saw an interview and I I I realized you're asking the hard questions.

Nathan Latka

11:54Yeah. But that's why you came on. You like a challenge. You're an Israeli. I mean, you like a good... You know, you like to combat a little bit. That's a good thing.

Gadi Eliashiv

12:00>> Yeah. We love Scott. He's he's an incredibly good VC, and I'm not just saying that because he may listen.

Nathan Latka

12:06You're talking about with Norwest, right?

Gadi Eliashiv

12:08>> Yes. But it's even beyond the brand. Mean, Norwest is great. We had General Catalyst before top tier VCs, but Scott's just making such an impact on the business from recruiting executives to helping us make decisions in the business. He's involved with the strategy, and it's just amazing, and he's not too pushy, but he's there when you need him.

Nathan Latka

12:27Was he in your seed back in July 2014, or did they lead the B in September 'eighteen?

Gadi Eliashiv

12:32>> They led the B. So GC was the first investor, then we did an A, then we need... Then we kept Norwest in the B and lead that.

Team Size and Office Locations

Nathan Latka

12:38Yeah. No. That makes good sense. Okay. So 50 raised. And then what's the team size today? How many folks? One fifty. All in San Fran?

Gadi Eliashiv

12:46>> Nope. We have about fifty, sixty in The US. Then we have a big team in Israel, about 70 folks in Tel Aviv. And then we have international offices pretty much in Japan, in Korea, in London, sort of in Europe, in India. And so, you know, you'll see a few like between five and ten in each region, maybe a bit less depending on how the numbers add up.

Churn and Net Dollar Retention

Nathan Latka

13:10That's good. Gadi, churn's critical. Talk to me about how you're measuring churn and how you'll use it to guide the company.

Gadi Eliashiv

13:16>> Yeah, absolutely. So for us, one of the key goals is every quarter when you look at the amount that we have for renewals, if we have an assumption of, let's say up to 10%, which is I guess the more conservative approach of that revenue to be churned, we also have a team of account managers whose job is to kind of complement that from the existing base and cover that with upsells, And so that's usually our goal

13:41>> is it's like assuming 10% is going to go away. What we're doing is, and I think that it's been working really well for us, is the more we expand with the product within a single company, the more important we become, and then the less likely they will churn. The reasons I've seen for churn so far are companies going under, so some of the smaller deal sizes we had are companies saying, Okay, we stopped marketing, we fired

14:04>> the team, or we just don't have money anymore, and that's really painful sometimes, but again, it's like a 40 ks deal or 50 ks deal, so these are the smaller types. And then the only instances where I've seen really big contracts go away is when one company gets acquired by another company, and that company sometimes is our customer, so then it kind of screws us because that big entity is like, oh, I already have a massive

14:26>> contract with Singular, so let's lump that in, and then they get the benefit of scale. So I guess...

Nathan Latka

14:32So Gadi, to be clear, sorry, before we go way down this thing here, you assume that basically you have 10% revenue churn annually, that's on a gross basis. You have a team dedicated towards covering that hole with expansions. You have 10% expansion per year on the historical cohort, not including new customer additions, which means you have about a 100% net revenue retention annually.

Gadi Eliashiv

14:52>> No, so that's the goal. The actual net retention cohorts are, they've been over 125% last time I looked at them.

Nathan Latka

14:59So why would your goal be to go down?

Gadi Eliashiv

15:02>> The assumption is to stay constant so that the goal is pretty conservative and it's, you know, we obviously, that's kind of the goals that you report as a company. So you assume, it's not going down actually, we said a 100%, right? So it should stay the same. So every time, every quarter there's, let's say a million dollars coming up for renewal, you assume that 10% may go away, so you want to cover at least 10% back,

15:25>> or let's say a million, a $100,000 can churn, you want to do another a 100,000 at least in upsells. Now in most quarters we beat that. I think we've always been a net negative churn except one quarter.

Nathan Latka

15:38If I got it, you understand my point, right? You basically just told me your goal is to cover 10% losses with 10 expansion, but you're already crushing that goal. Why would you have a goal that's worse than where you already are? Don't you want to push yourself and have a goal that's for... You want to get to 130% net revenue retention?

Gadi Eliashiv

15:54>> You're right. I just think that in the past I've seen where aggressive goals applied some pressure on customers, and I didn't like that.

Nathan Latka

16:02Yeah. So you're... I'm just saying this is not about... This is about the goal setting in general. You have a goal that you've already beat. So why is the goal not up? That's what I'm just trying to understand. Why don't you update the goal?

Gadi Eliashiv

16:12>> No, it's a good question. I think that there's multiple factors, and one could argue maybe we should make it more aggressive. The first one is kind of be fair with the AEMs, and is it something that they can achieve? Also, sometimes our upsells are a bit... It's not all on the AM. So what I told you is basically the sales account manager, but some upsells are complex and require an AE. Now it blends between

Nathan Latka

16:34the goals Or customer success.

Gadi Eliashiv

16:36>> Exactly. And so, you know, you're kind of catching me on technicalities, but really for the AM it's the 10%. And then we assume in our model that there's more growth out of the existing base. And I don't remember exactly So that

Nathan Latka

16:48what you really have, your actual numbers today, ignore your actual goals are, you're churning about 10% revenue churn annually. That's on a gross basis. You're expanding your team, whether it's the AE, the CS guy, the SDR, whoever the hell it is, 35% expansion from that cohort. So your net revenue retention over the past twelve months was called 125%.

Gadi Eliashiv

17:05>> I'm losing you, think. Can you repeat that? Just

Nathan Latka

17:08Yeah. Was just saying your actual data is you have 10% revenue churn annually, right, per year. Right? You have 30% expansion per year. So you have 125% net revenue retention. That's your actual metrics over the past twelve months.

Gadi Eliashiv

17:20>> Yes. Or even the last twelve months, probably even more. Some of the cohorts have been very strong, especially because of some product expansions we've done.

Nathan Latka

17:28Yeah. So I was gonna ask you, what are the, what are the, what are the top three pricing levers your team is able to use to drive expansion? So it's feature add ons, what else? Number of seats, is there a value based metric, API call, something like that?

Pricing Model: Marketing Budget Allotment

Gadi Eliashiv

17:39>> No, so we like to measure based on data, and the best proxy we have for most of our contracts is the amount of marketing budget that the company has. Why? Because this translates into all the different objects that we capture, campaigns, creatives, users, events, blah, blah, blah. We don't really want to quantify all of them, so we take a proxy as their marketing budget. And so companies that succeed normally expand that budget year over year, and

18:03>> that's one, I guess, organic area So they'll

Nathan Latka

18:05tell you their total marketing budget and then you price them against what they tell you their marketing budget is?

Gadi Eliashiv

18:10>> It's more of an allotment that they assign ahead in advance. It's almost like thinking about how many seats you're going to buy at the beginning of the year, and then you can increase that over the year, of course, and there is different pricing for that. But also you got to remember as the marketing infrastructure, we're going to see everything, right? So part of our job is to measure that information.

Nathan Latka

18:29But they're not actually putting the dollars through you. Right? You're just tying into the platforms they put the dollars through to get the intelligence. Is that right?

Gadi Eliashiv

18:36>> Yes. But it means that we have the visibility into that. And so it's not really a percentage of their marketing budget, but more of a... In a way you could back it out to some effective rate.

Nathan Latka

18:45Oh, Here, I might... How do you how do you overcome this objection? Gadi, you're working... This thing's working so well. We're tripling our market budget next year. And then your AE replies back, great. We're gonna triple your ACV. That's how we get our expansion revenue. And we go, fuck you. I'm not paying you more just because we're doing better. Like, we're going to keep paying you the flat fee. I mean, do your people respond to that?

Gadi Eliashiv

19:02>> Well, first of all, I think that most companies would probably be as aggressive, but you're right, maybe an Israeli company will tell me that.

19:12>> And I think the answer is pretty simple. We can just show them how much data we need to process. Mean, system captures data from every area you can imagine. So it means probably more users, right? Because you don't want to spend 3X and have the same amount of users, right? It probably means that these users will generate more events. It probably means you'll have more campaigns, at least some percentage of campaigns. It probably means you'll have

Nathan Latka

19:34>> more variations or

19:34maybe Okay, little you're more pricing against these things, not the actual spend. You're just assuming spend is a leading indicator of these things you just mentioned.

Gadi Eliashiv

19:41>> Exactly, but the problem is for us, and I think you'll see that across other companies, it's hard to come to a company and say, Oh, our pricing is based on 15,000 variables. We'll tell you at the end of the year how much Of of course.

Nathan Latka

19:53Yeah, that makes sense.

Gadi Eliashiv

19:55>> Yeah. Some, you know, some other options would be counting based on DAU or MAU or number of events you set, but they're not really representing everything that we capture.

Fully Weighted CAC

Nathan Latka

20:04Got it. Marketing budget makes sense. So look, Hey, we're out of time. So quick answers here, if you can fully weighted CAC to get a new $150,000 ACV account. How aggressive are you being?

Gadi Eliashiv

20:14>> What do you mean aggressive?

Nathan Latka

20:15Fully weighted CAC. Are you spending all of first year revenue to get the customer in the first place or eighteen month payback or what?

Gadi Eliashiv

20:21>> It's very aggressive. Probably even more like maybe $1.2 for $1.

Nathan Latka

20:26Okay. So you got about like maybe a fifteen month payback then a dollar 20 in to get a dollar new ARR.

Gadi Eliashiv

20:32>> Yeah.

Growth Goals and Key Hires

Nathan Latka

20:33Okay. Interesting. And then talk to me here about about growth. So what do you hope to grow at this year?

Gadi Eliashiv

20:40>> Hopefully the same. So at least 75% and above.

20:46>> This year I need to hire a CRO, the team has scaled dramatically. So there's a few key hires we're going to make, but yeah.

Famous Five Rapid Fire

Nathan Latka

20:53Good. All right. Let's wrap up with the famous five. One word answers here if you can. Number one, what's your favorite business book?

Gadi Eliashiv

21:01>> The Hard Thing About Hard Things.

Nathan Latka

21:02Number two, is there a CEO you're following or studying?

Gadi Eliashiv

21:07>> Steve Jobs.

Nathan Latka

21:08Number three, what's your favorite online tool for building the company?

Gadi Eliashiv

21:12>> For building the company?

Nathan Latka

21:13Yep.

Gadi Eliashiv

21:15>> Google Drive.

Nathan Latka

21:17Number four, how many hours of sleep do get every night?

Gadi Eliashiv

21:20>> I have a newborn, so between four and six, I guess.

Nathan Latka

21:23Jeez. Okay. And so so married and how many kids?

Gadi Eliashiv

21:27>> Married, one kid, just bought a house, renovating. So all fun things at once.

Nathan Latka

21:32You're a busy man. How old are you?

Gadi Eliashiv

21:34>> 32. 30 what? 32.

21:37>> 32. Last question.

Nathan Latka

21:38What do wish your 20 year old self knew?

Gadi Eliashiv

21:41>> What would I say?

Nathan Latka

21:42What's something you wish you knew when you were 20?

Gadi Eliashiv

21:47>> The importance of sales leadership.

Nathan Latka

21:50Guys, sales are important coming from... Again, Gadi launched singular.net when he realized his company back in 2013 was gonna exit to Facebook. He didn't want the golden handcuffs, so he spun out and launched singular.net. Now a 150 customers, enterprise customers paying on average $150,000 per year. So they're doing about 1,800,000 a month right now up from $900,000 a month just a year ago. So doubling year over year, good growth rate there. They raised 50,000,000

22:11to do this. A 150 people based in San Fran, Israel, and remote locations. Again, marketing intelligence platform. Really, again, a unified marketing data intelligence insight and automations tool set here. 10% revenue churn annually. That's gross 35% expansion. So call it a 125 net revenue retention. In terms of CAC aggressiveness, a dollar 20 in to get a new dollar in ARR and call it a fifteen month payback period there. Gadi, thanks for taking us to the top.

Gadi Eliashiv

22:34>> Yeah. Thanks again.

Nathan Latka

22:35Alright. Thanks so much. Bye bye.