How SnapLogic Reached 750 Enterprise Customers at $136K ACV with $136M Raised (Interview with CEO Gaurav Dhillon)

Nathan Latka

00:00This is the top, where I interview entrepreneurs who are number one or number two in their industry in terms of revenue or customer base. You'll learn how much revenue they're making, what their marketing funnel looks like, and how many customers they have. I'm now at $20,000 per talk.

Gaurav Dhillon

00:18>> 5 and 6,000,000. He's hell bent on global domination.

Nathan Latka

00:21We just broke our

Gaurav Dhillon

00:22>> 100,000 unit sole market.

Nathan Latka

00:24And I'm your host, Nathan Latka. When I do webinar interviews or I give big speeches to thousands of people all over the world, I usually will talk about data and sometimes show my dashboards, like my SaaS dashboard as I'm growing my SaaS company, the top inbox, or my website dashboard, which shows how I take impressions to convert them into email leads and convert them into customers for nathanlatka.com. The funny thing is, guys, I build these dashboards

00:49with myself, no developer, and it's basically free. And I

Gaurav Dhillon

00:52>> use one tool to do it.

Nathan Latka

00:53You can see the tool at nathanlatka.com/analytics. I'll tell you more later in the show. This is episode six fifty two, and coming up tomorrow morning, we have Maria on. She invests $120,000,000 in the financial technology companies. If you're a female and you wanna see more female founders and smart women in our world, you don't wanna miss Maria. Her company's put through 39 graduates so far and accepting six to eight new per year with the New York

Introduction and Background

Nathan Latka

01:21Partner fund. Good morning, everybody. My guest this morning is Gaurav Dhillon. He's an early investor in a company called SnapLogic. He joined as CEO in 2009 when he saw the potential to transform how companies integrate applications, data, and devices for digital business. He spearheaded SnapLogic's rapid growth and oversees its strategy, products, and operations. He was previously the cofounder and CEO of Informatica. Grab, are you ready to take us to the top?

Gaurav Dhillon

01:49>> I'm on it.

Building and Leaving Informatica

Nathan Latka

01:50All right, let's have some fun. So first things first, I wanna understand the transition from Informatica to SnapLogic. So what happened at Informatica? Why'd you leave?

Gaurav Dhillon

02:01>> Yeah, so basically, I built that. I wouldn't say I, we, in particular, my co founder and I built that up from a garage. We had a 75,000 SBA grant that we used and then raised venture capital to build that into a market leader in the data warehousing and ETL space.

Nathan Latka

02:22How much total did you raise?

Gaurav Dhillon

02:23>> We raised $13,500,000 Got it, okay. Those were different times. It was the world before the internet, and it was just a wonderful time for me as a 27 year old chief executive. There's a lot of working Sundays, it was twelve odd years of working Sundays, took it public in 1999, then ran it for another five years. A couple of busts, 'ninety nine bust, the 2003 bust, 9/11, it was eleven, twelve years is a long time, it's

02:57>> time to go. And I think also fundamentally, this is getting long winded here, but my strategy was to go build new products. And in that kind of public environment, there wasn't an appetite for risk, there was more of an appetite to harvest earnings per share and so on. So it was time for me to move on. In hindsight, was probably crisp of year or two before I did move on.

Extracting Personal Wealth via Secondary Offering

Nathan Latka

03:18Be a capitalist, a cold hearted capitalist with me for a second. You personally wanting to get your own wealth out of Informatica. You deserved it, you worked hard to build it. How did you extract money for yourself from this? Did you sell your shares back? How'd you do that?

Gaurav Dhillon

03:31>> Yeah, so look, I am not a cold hearted capitalist. I'm a company builder. For me, wealth is a byproduct. And it's just who I am. You build something great, there's enough for everybody. So how did we do it? So first of all, when I did the IPO, I was able to sell some of my shares after the IPO in a secondary, which is a very good way.

Nathan Latka

03:51There was no lockout?

Gaurav Dhillon

03:54>> Because in the secondary process, you registered with the SEC for a secondary sale of shares. And some of those shares are sold to,

04:03>> some of the proceeds go to the company and some of the proceeds go back to the selling shareholders, which were some venture capitalists, I took a portion of my shareholding and sold it, but it's an open and public view. There's a book, he built a book, thanks to Charles Phillips and some of the people at Morgan Stanley, some of Franco Trone's team here in Silicon Valley, we did a $480,000,000 secondary of most of the proceeds went

04:27>> to the company.

Nathan Latka

04:28What was the primary? What'd you raise in the initial public offering?

Gaurav Dhillon

04:32>> Know, I think it was less than 100. It's Oh, wow. Yeah. And so... And that's the way to do it. That's what Tableau did, which which shares some finance board members with my old company and so on.

Nathan Latka

04:41Really? So that's the right way to do secondary was four times as much as the initial.

Gaurav Dhillon

04:45>> Yeah, if you do well, that's the right way to do it. Interesting. Look, because the IPO, you're also trying to build a brand for yourself. Nobody knows you as a company or as an executive. So if you do a modest IPO, you could price it, so there's some wealth for the new buyers. And as they do well, they get a sense, you do a couple of good quarters and you have the right momentum, and then they're

05:08>> very much more confident of buying a bigger chunk. And at that point, you can price it more efficiently instead of trying to do it all in one go. And I certainly feel that was good policy.

Life After Informatica and Discovering SnapLogic

Nathan Latka

05:16So take us through the exit here. When did you, what year did you leave the business in? And then how'd you get involved with SnapLogic?

Gaurav Dhillon

05:21>> Yeah, so I left in July 2004. And for one year I did nothing. I had certain bucket list items, I wanted to learn a language, so I learned Spanish, I wanted to travel in certain parts of the world, wanted to spend some time with my parents before they got too old, I did that, And, I I also wanted to win the bet that many of my friends made with me that I wouldn't last more than six

05:44>> months. So I basically left the country and moved to Argentina. I'm like, I'm gonna get out of Silicon Valley.

Nathan Latka

05:49You had you had no Internet connection, So you were going to win that bet no matter what.

Gaurav Dhillon

05:53>> I was going win that bet by moving far, far away. So I did anyway. How did I get here? So basically what I did after Informatica, as you can imagine, after the time off came back to the valley and then boom, it begins, right? You know someone who knows someone who has an idea, and many ideas came up. I joined a couple of boards. I was on a board with then what became our investors Andreessen

06:16>> Horowitz. Was on a board with them, a couple other sort of pro bono type of board things, people that helped me and it was time to help others. And from that, I was in a board meeting and it became pretty clear that this business internet, as we called it, I'm ashamed to admit about ten odd years ago, which we now call cloud computing is going to be a big deal. People aren't just going to buy books

06:39>> on the web, they're going to balance their books on the web. And as that became clear, it became clear to me that there was an opportunity for integration. The 2009,

Nathan Latka

06:49I'm sorry, was gonna take you through. So 2009, you joined officially kind of a CEO. When was the company launched though? How long had it been around before you joined?

The Initial $1M Convertible Note Investment

Gaurav Dhillon

06:55>> Yeah, so the company actually, I put the capital into, I would say a science project in about 2006 from my pro bono work on various boards. And I said to these guys, the first couple of five, six people, I wrote them a check and said, Guys, if there's a business here, prove it to me. And if it is, we'll go get the capital for it.

Nathan Latka

07:13What was the risk you took? What was the check size?

Gaurav Dhillon

07:15>> The initial check was a million dollars.

Nathan Latka

07:17Okay. Got it. And and was

Gaurav Dhillon

07:18>> that honorable amount to launch something with.

Nathan Latka

07:20Sure. Was that part of an angel round?

Gaurav Dhillon

07:23>> No. It was... I would say, well, how do we do it? You know, we structured that as convertible debt because I I... I've been negotiating with myself. How do I set the valuation?

Nathan Latka

07:31That's gotta be one of the first, first convertible notes, really. Obviously everyone does them now. Yeah.

Gaurav Dhillon

07:36>> It was a very early one. And I had very good advice from, my attorneys at Morrison & Foerster, who had also been attorneys for me at Informatica and at BEA and other companies. And they're fantastic guys. And they said, look, how would you set the valuation? I'm like, that's true. Then why don't you do a convertible note and, convert that at the first outside money that comes in. And in the meantime, your capital goes in as

07:57>> debt and then you convert. And that's exactly what we did.

Total Funding and Investor Roster

Nathan Latka

07:59Got it. And then fast forward to today, and then we'll go back to more of the story. How much capital total have you guys raised?

Gaurav Dhillon

08:04>> You know, we've raised 136,000,000. Okay. And it's been in successive rounds, initially venture with Andreessen Horowitz, and then Ignition, who've done very well with Splunk, and they understand machine data from that investment and fabulous return. And then most recently, we brought in Vitruvian Partners, who are a global growth equity firm headquartered in London, opening an office in Silicon Valley, so they led the most recent round.

Nathan Latka

08:32And that was the $40,000,000 Series F in December?

Gaurav Dhillon

08:35>> That's correct.

What SnapLogic Does and Why It Matters

Nathan Latka

08:36And what is the... Okay, so now let's kind of dig in from a product perspective. All the product people listening will get excited about this. So try and explain this, what does SnapLogic do, and what do your customers pay you for?

Gaurav Dhillon

08:46>> Right, so look, what we are seeing is essentially a Rocky II movie, right? So what was Rocky I for me was in the mid-90s, people getting rid of mainframes and bringing in what we now call client server technology, okay? So what did we do? We built companies like Informatica to hook up those products with each other and with the legacy that existed prior. It was a very good run for us, and we all grew very well.

09:13>> SAP has become a monster company. We got Informatica at over 1,000,000,000 in revenue. It ultimately sold for $5,700,000,000 So what we're doing at SnapLogic, in a sense, is similar. We are connecting the new cloud applications to what is now legacy, which were the new applications twenty years ago, So, it's in a sense Rocky II. And look, I'm not alone, right? If you think about Workday, what is that? Is Dave and Anil doing their second act? They

09:40>> did the same thing in client server, they're doing it in the cloud. And what we're doing at SnapLogic is expanding out the product set to provide all kinds of connections, not just ETL like we did at Informatica, but also real time ones, to provide app integration in addition to data integration from a single platform. And that is, we think, just wonderful because we are riding in the wake of the cloud.

SnapLogic vs Zapier: Enterprise vs Consumer Integration

Nathan Latka

10:06So you're probably gonna hate this analogy, so I'm gonna ask for forgiveness beforehand and then say it anyway. Is this basically an unsexier version of Zapier, but way more important because so much of this old infrastructure still permeates the software industry?

Gaurav Dhillon

10:22>> I would take that maybe and say, I don't dislike it. I think if you look at IFTTT and Zapier, they're consumer place. And there have been companies like Bump who've tried to do certain kinds of things, and you can get a lot of millions of people using it, but you know, I haven't seen them be able to be big companies. And we saw that in the past with a variety of companies trying to do screen scraping

10:46>> technology in the 90s and so on, and they're still around, they get to couple million, and they hang around. They get millions of users, but they don't get millions of dollars. So I would take that and say, yes, that is the problem at every strata of business. What they're solving at IFTTT and Zapier is at the personal level. How do I, you know, I use Zapier for example, to shop for, I'm giving the secret away, I

11:10>> shop for used Leica cameras on Craigslist, and I have an IFTTT trigger that goes off if somebody lists a Leica camera on Craigslist. Perfect usage, you can use Zapier in the same way. But if you're trying to connect your Workday human capital management system with your SAP financial system, and you're a big multi billion dollar business, whether you're Adobe in high-tech, or AstraZeneca in pharmaceuticals, or you are, someone in the food business like Denny's or Subway,

11:38>> well, you know what, you probably need something like SnapLogic. Yep. So yes, I would say we're in the industrial version.

Nathan Latka

11:44Makes good sense.

Gaurav Dhillon

11:44>> Some of these toys out there. And, you know, we do a pretty good job on the industrial end of it.

Business Model, ACV, and Team Size

Nathan Latka

11:49Makes makes good sense. Alright. And what is the... Walk us through. I don't wanna get into every cohort of customer you have, but is this a SaaS model?

Gaurav Dhillon

11:57>> It's a PaaS model. That's correct. It's a

11:59>> PaaS model. Kind of platform as a service.

Nathan Latka

12:01So in general, monthly recurring It's true cloud product.

Gaurav Dhillon

12:04>> It's a true cloud product. Okay. It runs, there's always a cloud element to it. And then you have varying degrees, depending on your data gravity. If you have a lot of on prem data, then you have a big, what we call Groundplex, lot of SnapLogic. It's like Google Chrome, there's some piece running here, some piece So running in the that partitioning balloons up on here, and there's less in the cloud.

Nathan Latka

12:25And so what's the average, take me back to your customer stuff here. So what's the average customer would you say paying you per month per year?

Gaurav Dhillon

12:32>> About 136 per year.

Nathan Latka

12:34Okay. $136,000 That's kind of your ACV?

Gaurav Dhillon

12:37>> Yes.

Nathan Latka

12:37Okay. Got it.

Gaurav Dhillon

12:37>> I want to make sure it's $136,000 Yeah.

Nathan Latka

12:40Not... We'd be in trouble.

Gaurav Dhillon

12:42>> We'd be in trouble if

Nathan Latka

12:43it was $136 Okay.

12:47Dollars 136,000 annual contract value. That makes good sense. And then, when you're measuring, I mean, is a big business. Mean, how many employees you guys have?

Gaurav Dhillon

12:56>> We're right about two fifty. Although by the time this podcast is over, it could be two sixty two.

Nathan Latka

13:02Let's hope. I want 10 I want 10% commission.

Gaurav Dhillon

13:08>> Cheerfully. Cheerfully.

Nathan Latka

13:10And this is... Just throw me a bone. Alright. So two fifty folks. I imagine with $136,000 ACV, you're looking at 7 figure LTVs, correct?

Gaurav Dhillon

13:20>> Probably more than that. I mean, what we saw in my old company was some of the larger companies were 8 figures. And it's, you know, so we've got many customers in seven figures already for annum, and it's just a start. And here's the way to think about it, you can always do 7 or 8 figure value if you can provide more than that to the buyer of it. As a business person, you can always buy that what you

13:51>> can sell.

Sales Motion: SDRs, CAC, Customer Count, and Payback Period

Nathan Latka

13:52Yep. Is the reason I asked the question about LTV is I assuming you guys have a pretty significant kind of inside Salesforce, and that brings me to the question of CAC. So what are you willing to acquire a new customer?

Gaurav Dhillon

14:02>> Yeah, you know, it's modest. We don't sell inside. We have inside qualification people, SDRs we call them. They're basically, someone says, Hey, contact me, or I'd like to see a demo. Typically an SDR takes that call, makes sure it's in the target segment, lines it up with the right sales rep, and then the sales rep then engages.

Nathan Latka

14:21What's your ratio of SDRs to sales reps?

Gaurav Dhillon

14:24>> It's, you know, depending on the territory, one is to one or one is to two.

Nathan Latka

14:27Okay.

Gaurav Dhillon

14:27>> In some of the newer places, it's more one is to one as we're expanding aggressively in Europe and Australia. So that's more one is to one, which is what we were in The US two years ago, but it's one is to two now.

Nathan Latka

14:36And how many of the two fifty total employees are SDRs?

Gaurav Dhillon

14:40>> Boy, do you know?

14:43>> Less than 20.

Nathan Latka

14:44Okay, got it.

Gaurav Dhillon

14:44>> That's good to know. So less than 20.

Nathan Latka

14:46So what are you I mean, a CEO that's kind of driving this business and your pro formas, your Excel sheets, etc. I mean, what are you willing to spend on CAC knowing what your other economics look like?

Gaurav Dhillon

14:55>> You know, I'm willing to spend what gives me, I would say incremental operating leverage. This is, probably the one financial term I know I studied electric engineering, not finance.

Nathan Latka

15:07You had to sneak that term in somewhere

15:10in this fifteen minute interview, right? My

Gaurav Dhillon

15:12>> finance committee What made me

Nathan Latka

15:14the hell does that mean? What does that mean?

Gaurav Dhillon

15:17>> It's actually straightforward. And we look at it as some of the ratios in SaaS, you're looking for a way, look, if you spend money today on sales and marketing, at what point does your leverage flip over? If you put in, say, a million dollars in sales and marketing today, is that going to produce more than a million or less than a million in next quarter, right? So we basically think about, and the reality is, there are

15:41>> diminishing returns at some point. So we are willing with the capital that we've raised, and frankly, we're not a hype company, we're a buzz company, customers love us.

15:54>> Are now getting deals where we've been in business for a couple of years, We have hundreds of customers all over the globe, the way from, you know, sort of A through Z.

Nathan Latka

16:02Is that, would you say that's like, like 500, 700, give us a general range.

Gaurav Dhillon

16:06>> About 700.

Nathan Latka

16:07About 700, okay.

Gaurav Dhillon

16:08>> 750 actually. Okay. Seven So 50 It's is the who's who, it's stuff like, McKinsey and Verizon, people like Denny's and Bristol Myers Squibb, and it's the who's who. But the point is, if you're in business for a couple of years, inevitably in IT, there's turnover. You know what? We're getting so many people calling us on their new job and saying, Hey man, come on in here. How do we get this in here? To me, that combination

16:33>> of having a breakthrough product, a transformational product, at a time when cloud is just exploding all over is the magic moment for us. So really, when it comes down to CAC, etcetera, I'm willing to spend into that demand, but I am not willing to lean over skis to the point where we jeopardize and bet too much on the future.

Nathan Latka

16:55Let me try and pour some concrete around that. You're more interested in what I'm willing to spend whatever it takes, but the payback period, that's really what you're talking about. Have to get your cash back in the first four months.

Gaurav Dhillon

17:09>> No, I wouldn't say four months, but I would say we're willing to invest as long as we're looking at incremental growth linked to that investment in a good way.

17:22>> Four months might be too short, that might be just the initial value. But if I'm looking at, say, a large company, I don't know, pick somebody we don't have, which is getting harder. I don't know, who should we pick on? Hang on, running down my list. AIG, we don't have Citibank Okay, so what does Citibank have? Well, they have 50,000 developers, of which about 10,000 people, or a couple thousand, maybe close to 10, do ETL jobs.

17:49>> How much do you spend? Yeah, extract transform load, which is sort of an integration for data, right? How much do we,

Nathan Latka

17:56yeah, was gonna say using comparables, what are they worth to you?

Gaurav Dhillon

17:59>> If you think about it fully loaded, what is the cost of a human being in New York? And then some of this stuff is off shore. So blended rate, 150,000 a year per person, let's say it's 5,000, well that's 15.5, that's 75,000,000 a year is what they're spending.

Nathan Latka

18:16Yep, yep. You're taking $5 times the 50,000 employees.

Gaurav Dhillon

18:19>> I'm taking 150,000 times $5 and 75, right? And then if my zeros are correct, that's 75,000,000 a year. That's exactly And that's one company, okay? So if I can come in and show them how those guys could go faster, or they don't need that many, the truth is data is exploding. So they're gonna need all those guys. They can just get a lot more done with the same guy.

Nathan Latka

18:38I'm digging, the reason I'm digging here is because so many, I think it's totally wrong for SaaS founders to focus so exclusively on LTV to CAC ratio. What's more important is the speed of LTV. Other words, if your lifetime value in terms of months is seven years, you can't spend one third of LTV on CAC because it takes you too long to get the money back.

Gaurav Dhillon

18:56>> That's correct. Yeah. That's correct.

Nathan Latka

18:58So you nailed it, right? It's payback period.

Gaurav Dhillon

18:59>> Thank you. Thank you. There's advantages to being older. And one of those is I've seen a few bubbles go bust, right?

Nathan Latka

19:04You're way smarter than us, that's it.

Gaurav Dhillon

19:06>> But no, not always. But the flip side of that is you don't want to be too conservative, right? Because the early market share you get is the best market share, always. It's so much harder for Amazon to expand into Brazil today, or set up operations in India, because there are people there. They have to go deal with them first, right? So this is where that business metric comes in. So look, when we were starting Informatica, this

19:31>> is coming on twenty five years, Bob Oster, who was the CFO of Oracle, he was some of the people who put money into Oracle, also funded Business Objects, and Informatica were the same people, and it taught me a lot. And here's a simple rubric, here it is. If you do try to do 6 figure deals and try to have more customers than employees.

Nathan Latka

19:52There you go, there you have it. Few last You said?

Gaurav Dhillon

19:54>> Go ahead, you're set.

Revenue Scale and ARR Discussion

Nathan Latka

19:55Yeah, no, you're right. Few last quick questions here just before we wrap up. I'm doing the math, seven fifty customers, you know, a minimum of call it 136,000 ACV or your average. You guys are well into the, what, 9 figures in ARR now, right?

Gaurav Dhillon

20:09>> Now, not all of them are direct customers. Some of them are OEMs as well.

Nathan Latka

20:12Okay.

Gaurav Dhillon

20:12>> So we have to, we're not going to break it up as easily, because look, in a private company atmosphere, you want to, you know, sort of obey some of the quiet things that you have to be before you're ready to really disclose your numbers. Give

Nathan Latka

20:27me a huge range that lets you stay vague enough. And the reason I asked the nine figure number, I mean, today's day and age, when I talk to, you know, the folks at Sauce Labs, just had on that raised about as much as you guys have. They talk about getting into the, you have to be really in the 9 figure range between a 100,000,000 and a 150,000,000 to really think about going public. Have you guys broke

20:44that 9 figure ARR rate or no?

Gaurav Dhillon

20:46>> No.

Nathan Latka

20:47Okay. Got it.

Gaurav Dhillon

20:48>> But close enough. Maybe.

20:49>> You know, I like what we're trending. So here's what I can tell you.

Nathan Latka

20:53I love this group. I love you. This is great.

Gaurav Dhillon

20:56>> Look. If you deal with Wall Street investors, this is another

Nathan Latka

20:58He's got a big old smile on his face.

Gaurav Dhillon

20:59>> I'm here do that.

Nathan Latka

21:00How can I get around this dude?

Gaurav Dhillon

21:01>> No.

Growth Philosophy and Capital Efficiency

Gaurav Dhillon

21:02>> But but let me let me give you a feel for it. Right? A company that can double its revenue, as we have done for years, and will continue to do for years to come, has nothing to fear. You'll be fine. You know, no doubt we're burning through a modest amount of cash. We've raised about half of what the average SaaS company does to an IPO, half. You know, now I'm a little embarrassed that it's 10 times

21:25>> more than I raised the first time around, but that was perpetual. It was in the last century. You know, things are more expensive now, certainly engineering talent and so on. But that said, what we're doing is building a robust business, which no doubt is growing aggressively, but also has its feet on the ground. You know? A good stance.

Nathan Latka

21:44Like I told you guys at the top of this episode, I have amazing data. And you guys know from my interview style, I love data. But what I love more than data is making it actionable via beautiful dashboards that I can view on my phone, on my TVs in my living room, or even on my laptop as I'm traveling. And the company that I used to create these dashboards which pulls in data from my LinkedIn back

22:05end, my Google Analytics back end, Salesforce, and other data sources is called Klipfolio. You can see an example executive dashboard or my social media command center or my web metrics dashboard at nathanlatka.com/analytics. That's nathanlatka.com/analytics. And you can try it there for free for three months. It's Klipfolio. You can try it free for three months. Everybody else has to pay. So you get it free for three months. Alan's a good friend. He's the CEO of the

22:36company. He came on the show. I said, I love your product. Can I feature it? So nathanlatka.com/analytics. Go check it out now.

Famous Five Rapid-Fire Questions

Nathan Latka

22:46Very good. Alright. Let's wrap up here with the famous five Groove. These are like... This is like cake. These are the questions. Okay? Okay. Number one, what's your favorite business book?

Gaurav Dhillon

22:55>> I would say The Power of Habit. Number It's not what people think as a business book, but I love it.

Nathan Latka

23:00Number two.

23:01I Oh, go ahead. You wanna expand on that one?

Gaurav Dhillon

23:03>> No.

Nathan Latka

23:03That's okay.

23:04Okay. Number two, is there a CEO you're following or studying right now?

Gaurav Dhillon

23:08>> Andy Grove. I still read his books, but that's my second book, management.

Nathan Latka

23:13He's a good one.

Gaurav Dhillon

23:14>> Rest in peace. He's the man.

23:15>> Yeah, lost a good one there.

Nathan Latka

23:17Number three, is there a favorite online tool you have like acuity scheduling?

Gaurav Dhillon

23:23>> I would say probably just Gmail. I like what they do. It's probably my favorite thing right now. I'm looking for, if somebody wants a big check for us to buy something, I'm looking for the modern equivalent of seven habits. How do you do quadrant two time management and planning? It's really missing. We have a lot of to do lists, a lot of noise. We need more signal in our scheduling and in our strap planning, because the

23:51>> money we can make or lose, time we can never buy. So I'm actually in the market for something, so let me throw it out Interesting.

Nathan Latka

23:57That's good. I bet you'll actually get calls or tweets from that. That's good. Number four, how many hours of sleep do you get every night?

Gaurav Dhillon

24:03>> You know, seven is a good night. The average is, I would say between five and a half. Is my wife listening to this?

Nathan Latka

24:10No, hopefully not.

Gaurav Dhillon

24:12>> Hope not. I'd say it probably lows, rounds up to six just to make sure I can, keep peace at home. But, but boy, seven is a good night.

Nathan Latka

24:22And what's your situation? Obviously, you're married. Any kiddos?

Gaurav Dhillon

24:26>> Two kids. Two wonderful girls, 16 and nine. Oh, Yeah, they're amazing.

Nathan Latka

24:31How old

24:32are you?

Gaurav Dhillon

24:34>> I just turned 50.

Nathan Latka

24:35Oh, congratulations. That's big one. That's a big one. All right, last question. Gaurav, take us back thirty years. What do wish your 20 year old self knew?

Gaurav Dhillon

24:45>> I would say, I wish he knew more that opportunity knocks softly. You know, we get so busy solving problems. Sometimes we don't allow the time and space to listen for that opportunity, a soft knock. That's probably the one thing I would say to myself, you know, listen better.

Nathan Latka

25:03I love that. Softly. Yeah.

25:05There you guys have it from Groove. Dylan took over, jumped in, wrote an early check betting on some founders in 2006, put in a million, said, show me this is a real business. 2009, he liked what he saw, joined as CEO. They raised about a $136,000,000. Company is called SnapLogic. They've bought... And they're helping out 750 true enterprise customers. You're talking, you know, 130,000 ACVs here, helping 750 customers really wire all of their, just human... Online.

25:34Right? And and anything that's connecting any data streams, etcetera, anything like that. Right? An enterprise version of Zapier and some of these other tools at a much larger scale. They've got over two fifty folks spread around the world. 20 of them are kind of are are in the SDR SDR kind of role. Again, 750 customers paying on average, call it, you know, about $10,000 per month leading to about 7 ish million in MRR. He won't confirm

25:57or deny that, but I'm just doing the math. Group, thank you for taking us to the top.

Gaurav Dhillon

26:02>> My pleasure, Nathan. Thank you for having me.

Nathan Latka

26:03Bye. If you enjoyed today's episode, go back and listen to Garth with Pipl yesterday. Pipl index is 3,500,000,000 people, so you can quickly access and get anybody's contact data. It would mean the world to me if you guys got any value from this episode if you would go leave a review on iTunes right now and then subscribe. You know, I hustle. I kept to get these episodes out every freaking day for you guys. And trust me,

26:28I love it. I would do it with no listeners, but boy, oh, boy, it makes my day, and it makes my team's day when we see great reviews and get your feedback. So thanks so much. Okay, Top Tribe. I love giving away free money. I feel like, oh, we're giving away cars, and I have something special for you today. How many of you have heard our super sharp guests talk about success they've had with Facebook and

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