Speedsize Revenue & Funding (2025)

Founder background and SpeedSize AI media compression platform You obviously went through a crazy story here. What's the closest you came to running out of money? We were less than two months of the runaway. Some people were drafted to the army. There was the ongoing war in Ukraine where our R&D stays. So we were panicking. The first decision we made is even before that happens, we stopped all the salaries to both of the founders like enables your built-in mechanism of survival because you know that okay they may have no salary in 2 months but we do not have it already today. You're doing about $6 million bucks of revenue. If someone came and offered you a 4x multiple today, so $24 million all cash upfront to sell the business. Do you take the deal? 100%. No, it's definitely worth way more than that. Hey folks, my guest today is Vlad Malinin. He's an MD, PhD, and is a surgeon turned AI scientist and CTO, co-founder of Speed Size today, which is an award-winning startup transforming media optimization, think metadata for 200 plus global brands. He blends tech, neuroscience, and real world impact together and is a Forbes technology council member shaping the future of AI. Vlad, you ready to take us to the top? Yeah. All right. So give me an sense or two what speed size does. Um so speed size basically uh does something that is in one or two sentence we do AI media compression even one sentence. Yeah, AI media compression. Guys, to translate that, for those of you that are not neuroscientists, we all visit websites with e-commerce brands. More more now than ever, these e-commerce brands are not using just still images. They're using rotating, you know, uh, you know, animated graphics for products or things that change colors when people scroll or things like that. It appears Vlad is helping make sure those pages continue to load fast. Vlad, is that accurate? Yeah, it is. Because the more we live, the bigger data becomes, especially the modern rich media websites with a lot of videos and as you mentioned all those 360 animations, hero videos, product videos, all that. And it's not only about the fact of using that kind of How the SpeedSize idea started in deep tech and e-commerce performance media per se. It's also the fact that you need to maintain the quality and brands care about that a lot. In terms of compression, let's jump into a real example here. You have some really big brands. listed on your website. Everyone knows sort of hookah running shoes or let's do Crocs. Everybody knows Crocs. Uh before we dive into the Crocs website so you can show us sort of how they use you. How many customers are you working with today? Just total count. Yeah, we have around 200 customers and most of them as you can imagine they're fashion brands, clothing, apparel, this kind of industry. However, not limited. We also work with travel industry. We work with uh jewelry. We work with uh marketplaces. So all that kind of I would say general e-commerce with a focus on uh fashion brands mostly. Okay. So let's go to Crocs now. Where can I go on the Crocs website to see the thing that you're powering? So Crocs, Crocs specifically, we do not work with their main location. So we with Crocs specifically, we work with the uh Israel subdivision, their official retailer, Wish shoes. And uh we shoes is the biggest uh shoes retailer. Can you spell it? Uh just we Shoes.co. Yeah, it should be like this. Uh okay. Yeah, this is one of the biggest, if not the biggest websites that uh sell shoes and they use this pretty much across everything. So you picked a great So is this you right here? Is this you? Yeah, this is uh so you Okay, so let's dive into this example here. Like are are they controlling all this metadata through your platform or just the image over here on the right? No. So they control only the uh image data. So we do not work with the business data like the description although we can possibly and it might be a pivot in the future. So the idea is that uh we do the AI image analysis so First enterprise customers, fashion brands, and early validation we know exactly what's on the image and this is a part of our technology because we need to know we need to emulate the human brain and how it perceives the visual information on on the screen. Tell me more about your team. You come from a deep technology background. How many people are full-time today and how many are engineers? Yeah. So, uh we had I would say that uh it's uh not the standard yet natural for me especially uh way to handle the team. So, uh two years ago we used to be 50 people and we decided to focus and make a leaner team. So now we are around 20 to 25 people and a couple of contractors and the uh tax subdivision out of that is around 70%. So we are mostly tech people right now and before that when we used to have 50 it was less than 50% of technical people. All right so 25 on the team today about 16 17 of them are engineers writing real code. Um, explain to us how customers uh, pay you, right? You guys have a lot of engineers. I'm sure you have some business and marketing folks. What does your pricing look like today? Yeah, so we do not work with SMBs. So, our main audience is the mid-markets and small enterprises and ideally big SaaS pricing strategy: enterprise focus, ACV tiers, and positioning enterprises. So, we do have some big brands yet not that long. Fortune 100. Well, besides uh, Philip Morris International, I guess that's uh, lies into that category. But other than that uh Googles of the world are not yet working with us. So um uh the pricing works very simple. We have two units. One is the amount of data that you need to transfer in gigabytes and the amount of assets original assets. Not all that hidden charges with transformations and all the other words that people do not understand. Just the amount of SKUs that you have on uh your products. you can estimate how much you need to use. That's it. Uh the um the average uh customer pays us uh lower end five figures a year. Uh it's um annual contracts. So as simple as that. Can you So just to be when you say low five figures, is it fair to say an average contract price might be $50,000 per year? uh a little bit lower. So 50,000 is like lower tier mid-market uh like to general ones. So uh those which are closer to the SMB category, they pay around probably 10 to 20k a year and midm market is probably 50 to 100k and small enterprises is uh six Revenue model, ARR growth, seven-figure customers, and margins seven figures pretty much. And don't name the obvious obviously don't name the customer but what does the largest customer pay you today per year? So uh that's the seven figures and uh lower end of seven figures and that's that's our biggest uh values that we have. Okay. So it's fair to say you have one customer paying you more than $100,000 per year today? No, we have several several customers paying more than that. When will you have your first million dollar per year customer? So uh we do so the thing is that the way how we work is we rely to land and expand strategy and customers are generally growing and the beauty of speed size is that once they start using speed size they open the doors for using richer media. So we have plenty of cases. Wishes is by the way one of them. the one that we reviewed uh earlier, they started using video and you could see when you open the website, you could see that they using videos. They couldn't afford this their general Shopify. Wait, wait, wait, hold on. Let me get a visual up while you tell this story. Sorry, I don't see Tell me where to go to see the video like you're talking about this up here at the top. Yeah, you you have this one. Apparently, they have also product videos. I cannot name like exact products where they have right now, but they uh started using videos. Well, you can see some reviews, whatever. And uh before that, they didn't have anything. And we have plenty of brands that use video uh widely on the website. So almost every PDP product detail page has a video like this. So So you make this happen. Yes. So what they what they what they had and this is a general problem of Shopify specifically. Shopify limits your videos to full HD. You cannot have a video which is higher resolution than that. Also, they kill the quality. They don't have the adaptive delivery and just the overall performance is is just terrible. So, when you want to have like Biggest early challenges: wars, runway risk, and founder survival mode this kind of experience with full screen blowing away videos, you cannot do anything with Shopify at all. So, with speed size, this is the moment where you can actually start using videos like this. And that's that's pretty much the bottleneck that we saw for such customers. They have no other options. They cannot solve this with Shopify or any other two. Mhm. Okay. So, tell me you you you're mostly engineers, but you're selling expensive, you know, on average $30,000 ACB kind of contracts. How is your sales team structured? What do you set their quota at? So uh we made a pivot and we decided instead of uh heavily relying on direct sales we decided to go uh focused on partnerships. So we are fully based in AWS and we are premium partner of AWS and AWS since they do not have native uh image and video compression. AWS offers speed size as a solution for image and video compression as well and we have a variety of partnerships. We have the uh we we have the agencies which are promoting speed size and we have really quick sorry on a on AWS I brought it up but it looks like you don't have any reviews here which signals to me that very few people are using it. Is this the right page for the partnership? Yeah, it's it's the right it's the right page and it's very natural for AWS marketplace because this is just the generic requirement to become a partner and in this case the you cannot buy us like this. You cannot just go to the marketplace and uh buy us. There is no like uh real way to buy this. So it will still redirect you. Okay. Are there any other top growth channels besides Shopify and AWS? uh yes so we are right now uh being adopted by a IBM cloud as well and uh it's uh early in the process as IBM also is restructuring their cloud services they they uh they're changing their CDN and they want to become big because they uh they kind of lost the race early in the days even though they're huge company uh so uh it it also looks promising And our idea is that we want to be in the places in the cloud suppliers who lack the native image and video compression and delivery. So think of uh AWS of course Google clouds, Microsoft Asia uh because others suppliers like Cloudflare, Akamite already have the built-in one which is not great but for most of the customers that works. Mhm. Now Vlad, you mentioned earlier a $30,000 average price point and you mentioned 200 customers. Can I multiply those together? That would put you about $6 million of revenue today. Uh yeah, for the contract it's roughly that. I cannot give you the exact numbers. So rough roughly around that numbers. Okay. And if you're roughly around 6 million of ARR today, what were you exactly one year ago in 2024? So uh we started our sales in 2022 early 2022 uh and we were doubling the uh AR Churn, retention, expansion revenue, and product-led growth since then. We had uh one year when we did a lot of major stuff that we decided to do uh not easy decisions because this is decisions which are red flags for the VCs. However, we decided not to deal with visas at that point and uh in 2024, we only had like 10% error growth. However, what we did is that we cut all our expenses twice and the customer acquisition costs as well in half and we optimized everything and we decided that we do not want to uh raise money from VCs and that because company is doing really really well. Uh technology is great. Uh and uh we are really good with the cash flow. Customers love us. We have a very uh low uh churn rate and we also have a lot of growth within the customers because customers grow with us and we also open them the possibilities to use more of speed sets all the my audience will have my audience might have some troubles trying to follow percentages. It's just it's just hard. Can you give us the real number? Your first you launched in 2022. What was your total first year sales? Do you remember? Yeah. So uh first year sales were around like 400k from what I remember and we were growing at uh around 3 mil we were uh stalling and that year it's from 2023 to 2024 uh and we also decided to optimize everything because well I I'm originally Ukrainian my uh co-founder is Israeli and you can imagine the war started in 2022 in Ukraine than in 2023 in Israel. So that was the that was the annoyingly uh tra tragic comical I would say you know and and I hope everyone's okay obviously uh power team I mean I work with a lot of Ukrainian founders who are just crushing it same thing with XI IDF folks from Israel just incredible genes Scaling the team: cutting headcount, engineering-heavy org design incredible blood incredible vision incredible founders so to round out that story first year sales in 2022 was was $400,000 and you said you doubled in 2023 to $800,000 of AR uh a little bit different. So we in 2023 we wore around 1.5 mil or something like this because we started the sales somewhere late 2021 early 2022 right right before the war started in Ukraine. So we technically had some sales in 2021. So interesting but zero zero to $ 1.5 million of ARR in about 18 months is obviously still impressive growth. So the war starts, you're having to manage multiple priorities at this time. 2023 is 1.5 million and then 2024 you said was 3 million something around that. Yeah. And you've about doubled this year at around 6 million now today as we're recording. Yeah, something around that in that kind in that. And you've done all this and and and have you bootstrapped or raised money? We we did raise money. So we raised uh less what we have in AR right now and so we are still very effective. So me and my co-founder we have more than 70% of the equity. So we are technically pre uh series A and we didn't know whether we want to raise the series A. So I guess how much how much total have you raised between preed seed etc. So around 5 mil. Around five million. And what year did you raise that money? So the last big round was 2020 uh three I guess. Mhm. And how much was that one? So uh in 2023 I guess we we raised around uh 2 mil and in 2022 we raised around 3 mil and the rest uh like all the minor investments were before that. Competing with large platforms, clouds, and built-in compression tools Do you regret raising $5 million? Uh, I wouldn't say that I regret. Maybe in a way uh in a way that I regret in uh in the decisions which were forced with that kind of uh uh fundraising. So you know we we got the regular VC fever the way how they force you to spend more money and just to chase the growth which is reasonable. Uh however, it's very easy to make mistakes and what we learned the hard way is that VCs are always less active in our case based in our experience than they claim to be. And in the end of the day, they care less about money uh that they spend on you and they care more about the potential profits and even if you have hard times like wartime, whatever, they're not the first people who will come to help you. Well, it sounds like you're in a very sustainable place today. 6 million of ARR with 25 on the team is very healthy revenue per employee. And did I hear you correctly earlier, Vlad? You said you're cash flow positive today. Uh well, technically we've flown that. So, not to be uh truly uh positive in this case, but technically, yeah. So, uh it's our decision when we want to be profitable or not. I would I would put it that way. So I mean let me decode that. Are you spending money on variable expenses right now like paid advertising which you could shut off at any time to be profitable? Is that what you're saying? Yeah, pretty much that. Okay. How much are you spending on paid ads right now across all channels? I I don't have this information in front of me to be honest. So Okay. Is it meaningful more than five grand a month? Uh I I guess so. Yeah. I I don't really know to be honest. So we mostly focus on the other channels. So uh I I would say that the biggest u the biggest profits Go-to-market strategy: partnerships, AWS marketplace, and sales motion uh that were brought by uh partnerships. So this were the biggest the biggest ones that that we did. So tell me more about that. The reason I'm going to dig here is because you know I interview thousands of founders and I plot all the growth tactics they give me here on my screen and one of them that they bring up obviously are app exchanges and partnerships. But many of them wait until they have scale because partnerships usually take more time and they're very they can be expensive to execute if you're doing custom integrations. You actually chose to do this though scaling early on. Uh it was one of the first growth tactics you used. Tell me more about what those partnership agreements look like and why you decided to go after those first. So partnerships agreements are usually actually not that easy to do especially with big organizations like AWS. There's a lot of bureaucracy. uh there's a lot of limitation and there is a lot of frustration. So when when you hear and that marketplace uh is is one of them. So you cannot be a premium partner unless you have the marketplace uh entity. However, nobody because we do not work with SMBs uh like this and they simply do not buy the product like this uh on the marketplace. It's intended to be for the SMBs and enterprise. They couldn't care less about the marketplaces. They want the fine tailor deals. They are very aggressive in terms of the negotiations and all that. So, but it it pays off. It pays off 100%. Uh it took us almost uh two years to fully uh enroll the proper partnerships with AWS. Let's talk a little bit about AI before we wrap up. We've got about a minute and a half, two minutes left here. You're obviously very technology forward, right? deep technological roots, great engineer. So just so just to be clear, people still have to input some kind of image into your system and then you're making it better. I guess why do you think that's the future? Won't people just create images from scratch using nanobanana and other technologies? Uh we're not making images better. The thing is that every other solution makes them worse. The idea of speed size is not to enhance the images. The idea is to make sure that the original colors, details, the original clarity and quality of the images remains the same as the original one. So most of our customers, they have beautiful photo shoot quality. So that's not an issue. But uh all the rest of the competitors, they lose the colors, they lose the details, images become blurry and and everything and it's not something that that it it looks on the screen of the website visitors. Understood. Glad as we as we wrap up here, excited to see what you do with the business going forward. You're in control though. You said you and your co-founder own 70%. You're doing about 6 million bucks of revenue. If someone came and offered you a 4x multiple today, so $24 million all cash upfront to sell the business, do you take the deal? Uh 100% not. And uh not because it's a Founder mistakes with VC funding, burn, and growth pressure bad deal and just like a just like an advice for that kind of technologist. This is like a very poor multiplier even today. But uh also that we see the potential, we see how the traction goes, how we grow the customers and everything. So it's definitely worth way more than that. And let's let's ask a negative question then before we wrap. You obviously went through a crazy story here. What's the closest you came to running out of money? Uh I think the closest one when we were less than two months of the runaway. What year was that and why were his cash so low? What happened? That was the year 2023. uh and that that's after the war started in Israel and we were panicking because we uh we actually had an investment that year to grow the sales team in Israel and sales team in Israel it takes high salaries in a way closer to the US salaries not the European ones and some people were drafted uh to the army and there was the ongoing war in Ukraine where our R&D stays so we were panicking in a way, but uh eventually everything went well. And how so just to confirm, how low did your cash get? Uh so that's probably less than $300,000. And what were you feeling at the time? Did you know you were going to come out of it? Were you actually nervous? Were you having conversations about shutting business down? The first decision we made is uh even before that happens, we stopped all the salaries to both of the founders. I know that's nothing with given our salaries. We're very modest and I had the salary lower than our developers actually. But this is the first action and that kind of you know it like enables your built-in mechanism of survival because you know that okay they may have no salary in two months but we do not have Advice for SaaS founders, capital efficiency, and what’s next for SpeedSize it already today so it's time to act. Yeah. Well hey incredible story Vlad we are obviously rooting for you. Just wrapping up here with a couple questions. How old are you? I'm 35. 35. And situation, married, single, kids. Yeah, I'm married. I have two beautiful kids, six and seven years old. Son and daughter. And where are you based today? Where are you personally building the company? Uh, in New York. I'm in Ukraine. Odessa, Ukraine. Beautiful sea on the on the sea shore of the Black Sea. And right now I'm person. All right. Well, very good, Vlad. As we wrap up here, if people want to find you online, where's the best place for them to look? I'm doing the detox from the social network. So, the best one is the boring LinkedIn. Other than that, uh on the speedsize.com, uh with the blog where I occasionally do some articles, guys, there you have it. Vlad launched speedsize.com in 2022. Did $400,000 of sales his first year, more than tripled that to 1.5 million in 2023. Today in 2025, he's doing $6 million of revenue with 25 full-time employees. And he's done it in a very capital efficient way. Just $5 million raised to grow to six million of ARR. That's capital efficient. Now, he's gone through some hard times. Cash balance got as low as two months of runway. That was $300,000 in the bank as the Ukraine war started. Him and his co-founder still managed to get through it. Today, they still retain 70% of the business as they look to scale, helping DTOC brands keep their image quality extremely high on their website with fast loading times and even going deeper, enabling them to put sophisticated product videos together to increase conversion rates and increase revenue. That's why he's got 200 paying customers, many of which pay more than $100,000 per year. Vlad, thank you for taking us to the top. Thank you. Well, a pleasure.