How VizyPay Grew from $96K to $18M Revenue Bootstrapped While Serving Rural America (Interview with CEO Austin Mac Nab)

Introduction and Company Overview

Nathan Latka

00:00Guys, vizypay.com is doing 1,500,000 a month right now or 18,000,000 on average. This is talking last year's numbers. He's thinking they'll do about 27,000,000 this year. He helps over 10,000 local bars, restaurants, auto repair shops in rural America process credit cards faster. He gives away a $2,000 POS system if they ask for it. They then run their math. He's taking on average 58¢ per transaction, did almost 60,000,000 transactions last month. And the best part about this,

00:25he's done all of this completely bootstrapped with his team of a 130 folks out there in Iowa. Hey, folks. My guest today is Austin Mac Nab. He's the CEO, cofounder, executive leader of VizyPay, a West Des Moines, Iowa based provider of payment technology solutions for businesses all across The US. He's been in this role since April 2017 when he cofounded the company. Austin, you ready to take us to the top?

Austin Mac Nab

00:46>> Absolutely. Let's roll.

Getting Into Fintech in Iowa

Nathan Latka

00:48Alright. So what kind it's it's rare you hear about a fintech company in Iowa. Usually, it's like New York, Miami, San Francisco. How'd you get into this space?

Austin Mac Nab

00:57>> Well, you know, Iowa, we do have airports and, you know, paved roads. So we actually we're a real deal. I actually got in the space about, gosh, eighteen, nineteen years ago. I've been in this space since my whole adult life. I'm 38 now, so I've been doing it for a while. Probably one of the best spaces to be in and probably the most initially, people didn't know a lot about about the industry itself, payments, fintech, and

01:21>> obviously, it's becoming more dominant now as you see the bigger companies arise.

Nathan Latka

01:24Well, so, Austin, give me an example of a company that's using you and how they use you.

Focus on Rural America

Austin Mac Nab

01:29>> Well, we focus on rural America. So we don't focus on big towns like Chicago, San Francisco, Dallas, all these other areas. We focus on mom and pop shops in rural America. So, you know, take Johnny's Auto Repair in Atlantic, Iowa. You just as a Is that a real one? Place. Probably not. I'm just using a default name. I I don't wanna use that client's names up. I'm a you know, let me know. But let's say Johnny's

01:54>> Auto Repair shop in Atlantic, Iowa. You know, that individual, you know, believe it or not, we could put people on the moon today, but these individuals have dial up Internet still. And some these rural areas throughout The United States was sometimes depressing to to see. So that's why we're kinda really focused on rural America because we believe technology is passing them by. And they're passing them by these big companies that have to answer the stockholders, etcetera.

02:16>> They want to be in the big town where there's more processing volume, there's more transactions and more population. While these smaller rural towns in America are being underserved. So, technology is passing them by. Then when they want to level up, the technology is way too robust and way too costly with too many long term contracts, therefore they resist. So, they're always stuck kind of in that middle, right? So how do we level them up and get

02:38>> them to the playing field with, you know, simplistic technology that gets them to the next step, you know, evolution wise when it comes down to cashless society? It may not be in our lifetime, but eventually could be. How do we get them to the next steps so they're not left behind?

Nathan Latka

02:52Austin, let's use a real example here. Prolaterate, which you talk about on your website, so I know we can talk about them, is a local bar in Perry, Iowa. They're one of your guys'customers. Right? So are you replacing Toast and Square? You're doing a hardware play also, or is it just the fin, the behind the scenes, how to process the restaurant, the new bar order, things like that?

How VizyPay Works for Small Businesses

Austin Mac Nab

03:10>> It's a little bit of both. Since you mentioned that place, I know exactly that place. I've been there. But we place a POS system in there to help their business run more efficient, you know, within the organization and without the, you know, high cost of, you know, other competitors that are out there that you mentioned.

Nathan Latka

03:28What is that cost, Austin, for for the the proletariat? For just do they have to buy the POS, or do you subsidize that if they use your software on the back end?

Austin Mac Nab

03:36>> Well, in our situation, we have an equipment placement program. So based on volume, etcetera, that we will place it there at no cost to them. So we're contributing $2,000 $3,000 worth of equipment to their doorstep. And we give them options to basically eliminate what they pay for accepting credit cards and give them options to do that through the technology and through the POS we place at their location.

Nathan Latka

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06:20the interview. Wow. Anyone wanna get into this space? It's it's hard to pay 2 to 3 k to install the POSs for free. So how did you how did you get to the point where you could do that? Did you raise a bunch of equity dollars to subsidize that, or how did you do that on day one?

Bootstrapped Growth and No Outside Funding

Austin Mac Nab

06:34>> Well, we've been around six years coming up in April. We bootstrapped this whole company from the ground up. You know, I was door to door six years ago, and here I am today, we have a 130 employees. And we have You're still bootstrapped? Agents that sell for us. We're still bootstrapped, not $1 from outside money. That's awesome. And, you know, so our play is slower because the markets we're in, you know, so we grow slower. So

06:56>> it took a while before we could offer things like that, but doesn't mean we didn't utilize all the technologies that were out there to help them level up and give them the options to eliminate what they pay for processing, etcetera. But now we're kind of in a position that we can help more and why not when someone that might not have two ks laying around, we can work with them to get that in their location, make

07:15>> them more efficient, save them the processing fees and and lead them in the right direction where they need to be instead of, you know, be stuck with us. And here's a bunch of money to spend. And by the way, if we do give it to you for free, you're stuck in a four year term and it's $20,000 to cancel. It's a it's a nightmare for these guys, and they're scared. And they should be But what is

07:33>> your contract? They don't know.

Nathan Latka

07:34What is your contract? You can't give away a 2,000 piece of equipment without locking them for some period of time. Right?

Contract Terms and Equipment Placement

Austin Mac Nab

07:40>> So we have three options. If you buy the piece of equipment, everything's month to month here. Okay. If you decide to buy it upfront, it's month to month. If you decide to do a payment plan, because we do interest free payment plans for our clients, if they wanna buy that, that's also month to month. But if they want us to contribute $2,000, $3,000, $4,000 to the location, we do ask for a thirty six month term. But the

08:01>> kicker to it is is all we're asking for in return is equipment back and half the retail cost that we contributed and done. While most companies will say, hey. By the way, you're you're gonna owe us $15,000, $20,000, $25,000 to cancel because that's a profit we would have made on your account. Therefore, you're gonna pay us what we're gonna lose if you leave early. And that's probably the bigger names you just mentioned.

Nathan Latka

08:23Yep. Yep. Yep. That's great. I could see why proletari would love a model like that. Way more flexibility. I clearly see the focus obviously on rural America. I guess before we move on from the hardware thing, help me understand how like, the operation size on this. I mean, do you have, you know, a thousand POSs out there today or 10,000 or a million? How many pieces of hardware do you have out in the world today?

Austin Mac Nab

08:42>> We have a little bit over 10,000 clients across The United States, but that doesn't count maybe like the hardware because some locations have two or three pieces at their location. Right? Okay. So if you just did a baseline of 10,000, cool, but you could probably add 10%, 15% more to that for additional piece of equipment. This is always not just those POS systems with, like, a smart screen. Sometimes it's a basic smart terminal. It means they

09:03>> don't need something, maybe even that robust. So

Nathan Latka

09:05Yeah. That's a big expense. I mean so let's say 10,000 clients, they have two POSs per locate like, in the location. Right? So that's that's 20,000 POSs at $2 a pop. I mean, that's $40,000,000 of hardware expense right there. How did you come up with 40,000,000? Are you guys are you really profitable? Where do get $40,000,000 bootstrapped?

Austin Mac Nab

09:24>> Well, remember, there's two types. Right? There's there's a POS system that cost 2 to 3,000. Right? And then there's basic smart terminals that are a couple $100. You know, about 90% a little bit about 90% of our clientele don't need a POS system that's 2,000 or 3,000. It's mainly for restaurants and bars and retail locations that have a lot of inventory. But a lot of them are it is the basic terminals that, you know, level them

09:46>> up from the the good old days of, you know, the the 2,000, you know, '6 or four when I when I came in the industry. We're trying to get them to a smart terminal. Actually, a smart terminal screen, kinda like an Apple phone, etcetera, but that's substantially less money.

Nathan Latka

10:00Yeah. So this is this is, is, like, Pax technology, the Pax a 80, the deja vu, those kinds of devices, which you don't manufacture and charge 2 k for. Those are third party providers you partnered with?

Austin Mac Nab

10:11>> Yep. And then we also offer those for usually, we offer those at no cost as well. Now don't get me wrong. That has added up over the years to be a lot of money and and so millions of dollars, but that is based on, you know, us slowly but surely kinda, you know, ramping up over the last six years. So

Nathan Latka

10:27Yeah. Yeah. Okay. This is really interesting. Now you've mentioned no fees and stuff. You've mentioned you give away the hardware for free if they sign up for thirty six month term. But, Austin, how the heck do you make money? What's the revenue model?

Revenue Model and How VizyPay Makes Money

Austin Mac Nab

10:37>> Well, it's it's easy. So, you know, owners aren't aren't accountants. Right? Most of the ones we deal with, they're they're not rural America. They're rural America. They don't have big c CFOs. They don't have people looking over their shoulder every five minutes to tell them where, you know, rates and fees can be. So it's unpredictable. So what we did was we found a way that's not unpredictable, that allows them to get ahead of the game instead

10:57>> of stay behind the game. And that actually includes processing fees into their pricing instead of like, for example, think about like cell phone bill, light bill, labor, that's all in their pricing of costs, right? They don't sell it to you and I for cost. They sell it to you and I where they profit on top of. So for many, many years, most places don't include the processing fees into their pricing. And then they leverage the technology

11:22>> that we have to basically isolate that and remove it every single you know, transaction. But we make sure that it's high enough for these individuals that they don't ever have to come back to the you know, we don't have to come back to the well again and say, hey. By the way, we have to raise rates. We have to do this now. We actually

Nathan Latka

11:38Austin, what is the rate?

Austin Mac Nab

11:38>> Like, let's just make

Nathan Latka

11:39it so, like, everyone listening can can can understand this. Let's say they buy a $5 beer at Proletariat. Right? What what what does VizyPay make on a $5 beer sold at Proletariat?

Austin Mac Nab

11:49>> So we well, I can just tell you the number. I mean, we make about 58¢ per transaction across The United States. So on average, we make about 58¢ per transaction and depending on program. These are also programs that they don't wanna eliminate their fees, and they wanna pay it. They wanna be, like, the old good old school way, and that's less profitable for us and less savings for them. But that is an option that they decided

12:09>> to use sometimes over including into their pricing.

Nathan Latka

12:13There's no rev share then. It's just a flat 58¢ fee for the $5 beer.

Austin Mac Nab

12:18>> Yeah. So, yeah, we don't do any rev share with a small business owner. I'm just telling you on our end, on our profit, it's about 58 to 60¢ per transaction we make, you know, out of the millions of transactions we do a month across The United States. And that's there's more to that, obviously, and the but we don't have enough time to probably go through the details of how that works. But

Nathan Latka

12:36But it's not a percent. You you ProLatera, when they're signing up for this, they're not saying I'm agreeing to thirty six month thing where every dollar we process through through your thing, you get to keep a 5% cut. There's not a rev share. It's a flat 58¢ fee on average.

Austin Mac Nab

12:51>> Well, it's it's not so we're not charging that 58¢. On average, we're making that across the board because everything's based on, like, high tickets and interchange costs. Interchange costs is something that everyone pays, including big guys like Walmart, you know, guys like, small business owners in rural America. The cost of cards of acceptance, that's a baseline. That's sometimes anywhere between 1.8% to 2.5%. We're profiting on top of that number. For example, let's say a card comes

13:19>> in and it's the cost was 2.9. Let's say round up to 3%. It's an American Express card. But we're including the processing fees and the pricing at 4%, you know, so therefore, we're making that difference. Right? That's how our company makes money. I see. See. Process.

Nathan Latka

13:34So you'll charge on a on a on a dollar. Let's make it easy math. On a dollar beer, right, you know, interchange or Amex might take 3¢. You're gonna charge proletariat or whoever it is 4¢. So you make a cent on that transaction for a dollar.

Austin Mac Nab

13:48>> Correct. And then the way that the reason Yep. Yep. And then that's that way.

Nathan Latka

13:51Yeah. So if you the reason you're able to give me the 58¢ number is because you're taking the average transaction value across all of your clients per month and millions of transactions, and it comes out. So comes out to, like, an average what is that? What's the average ticket? That's gonna be, like, $35, $40, $50 bucks, something like that?

Austin Mac Nab

14:08>> About 20 about 25, $35 across the board. Interesting. And that's remember, that's taken all our programs encompassing. So that's the program that I just mentioned to you is our cash discount two point o. We have surcharging as well. That's legal in most states now. That cost of the credit card when you walk in, they upcharge at the register. And then you have regular basic interchange plus cost, which is cost plus our pricing. That's our markup. So

14:33>> on interchange plus pricing, we make substantially less. You know, cash discount, we make substantially more, but they save more. And in the middle of surcharging, we make in the middle of those two. So that's why it's an average across. In some places, a lot more, and in some places, we make substantially less depending on the programs that they choose. But we give them the options to make the best decisions for their organization, not ours.

Nathan Latka

14:55Like, they might say we don't accept we don't accept Amex, for example.

Austin Mac Nab

14:59>> Yeah. Yeah. We don't say Amex. And you know what? I don't wanna go raise 2,000 of my SKU items and include the, you know, the processes of my pricing and use your technology to isolate it. Screw that. I'm gonna make I'm gonna do something different. It's easier for us. And then they'll choose another program. And that's on their choice, not ours. And it shouldn't be our choice.

Nathan Latka

15:17Yep. Yeah. That's very cool. Okay. I wanna put us on a timeline real quick. So you launched, you said, six years ago, I think. So that mean 2017 you got going?

Austin Mac Nab

15:25>> In April 2020 April 2017. Correct.

Nathan Latka

15:29That's amazing. Okay. Do you do you remember the first restaurant or the first role, like, business you signed up? How did you get that first customer?

Austin Mac Nab

15:37>> Yeah. Actually, I do. I'm the one that signed them up. I actually went door to door, like any sales individual would, to sign deals up because that's at that point, we had I mean, we we we basically had nothing. And it was actually an auto repair shop on 2nd Avenue in Des Moines, Iowa. And I walked in and, you know, I've been teaching sales reps to do this business for years in my previous company. So I

15:59>> just used tactics that I've known and I've learned I've done myself, went in and did a proposal for that auto repair shop. I mean, remember at first, he he acted like an employee the whole time, not the owner, of course. Until I started talking and talking, and eventually, he said, okay. I'm the owner. He opened the door, talked to me about it. I did a proposal for him, showcased to him where we could be different than

16:18>> what his other provider is. He signed up and as of today, you know, he is still a client of ours on 2nd Avenue. So

Processing Volume and Transaction Scale

Nathan Latka

16:24That's amazing. Okay. So that's your first customer. I guess fast forward to today, what's the total transaction volume you processed over the past thirty days?

Austin Mac Nab

16:35>> Well, this year so it's unique because it changes that depending on, you know, weather, like wintertime slower, marinas on opening, etcetera. We have lot of deals throughout the Midwest. But, you know, this year, we should process well over $2,000,000,000 of processing volume. Wow. So it's hard to use this last month because we just came out of a holiday. But, you know, it's it's crazy because the first four years that we we started, we didn't even do

16:58>> 2,000,000,000 collectively until the fourth year. You know, this year alone, which is going into the sixth year, we'll do well over 2,000,000,000 in this one year, which is exciting for us to see because it took us that long to get there. Now we can do those things in one year and actually more than that. So

Nathan Latka

17:13And what was total last year processing volume?

Austin Mac Nab

17:17>> Processing volume last year was close to 1.7, 1,800,000,000 that we processed. So this year, we'll do well over 2,000,000,000. So I would say closer to three or more, but I'm just, again, projections as of this point.

Nathan Latka

17:29That's wild. So 1,700,000,000 in volume at $30 a pop, that means you process almost, like, 57,000,000 credit card swipes across 10,000 installed customer is that about right? 57,000 customer swipes?

Revenue History from 2017 to 2022

Austin Mac Nab

17:43>> Oh, wait. You're probably you're probably very close. Closer to 60, I think it was. But Wow. It's crazy because when we first started in 2000, you know, '17, it's crazy. We our revenue that year was $96,000. In 2021, it was $12,700,000 This last past year was close to $18,000,000 and this year, we're projected to do close to $30,000,000 and growing. And that's all bootstrapped. Now, I think we've shown the process works, and what we've done works,

18:11>> and we're building out technology today with our fintech team. So, we're doing unique things. We just happen to be growing slower because we're not focused on big markets where their average transaction in a month, volume wise, is almost twice as what we get in rural America because we're in a a non aggressively populated areas that, like, big big dogs are, like, Toast and all those guys.

Nathan Latka

18:30No. It's it's incredible. So just to repeat those numbers back to you, last year, did 18,000,000. Right? The year before that, did 12,700,000. And what did you do in 2020?

Austin Mac Nab

18:39>> '20 I said 2017, we did 97,000. So back when we first started, I was kinda give you kind of a I thought a little bit for you.

Nathan Latka

18:46But I see.

Austin Mac Nab

18:47>> Yeah. Yeah. I mean, so the first year, we thought 97,000 was dope. So

Nathan Latka

18:51Yeah. And what do you think you'll do this year? 30?

Austin Mac Nab

18:54>> I think we'll be close to 27 to 30 depending on how the Salesforce goes with our our hiring list we just had. So

Sales Channels and Growth Strategy

Nathan Latka

19:01That's awesome. Okay. What a great story. Let's I guess, how did you go from that auto repair shop 10,000 customers? Is it still do you require reps to go door knocking? How are you growing today?

Austin Mac Nab

19:12>> Yeah. We have three pillars. And so kind of break it down real quick for you at a high level. We have our account manager channel, which is our w two Salesforce that is focused on rural America. And we have our ten ninety nine independent contractor Salesforce that they don't work for us. They they're nonexclusive. They go work for any company in The United States. And and our goal is to teach them the space and work for

19:33>> us. And they focus again on rural America. And those guys are boots on the ground face to face, which I think rural America lacks. And then we obviously have the channel. We have a lot of marketing. We're we're very big in social media marketing. We have an inside sales channel that we work with clients across America to help them out. Just because maybe we can't have a boots on the ground because we don't have, obviously, a

19:52>> body in every small city in the world in The United States. Excuse me. So we have to be able to help them out as well through our inside sales channel. So we have three separate channels, and including the kind of a silent channel, which is our fintech, which we're building out technologies that will eventually have SaaS fees attached to them based on what the client needs kinda a la carte, which we're launching in the next couple

Advantages of Staying Bootstrapped

Nathan Latka

20:11>> months.

20:11So This is fascinating. So, Austin, talk about how much how powerful you feel because you don't have a board and you can make quick decisions and you haven't raised a $100,000,000 in VC. What does that allow you to do?

Austin Mac Nab

20:24>> You know, it's crazy that you mentioned that because I watched that happen in my career with organizations I was part of. And I just remember that feeling of culture diminishing very quickly. And then basically, you can almost feel like power being taken away from the people and even the leaders. And I didn't want that feeling. So I said, proof of concept is where we're gonna have to start. So if we ever look at that, it's our

20:44>> way. It's not someone else's way. And that's if we ever look at it down the road. And do I feel powerful? I mean, we're in a big space. You know? Excuse my language, but I think, you know, we're bitches compared to these big dogs. Right? Mhmm. You know, they got a lot more money and a lot more manpower and a lot more, you know, people. But what we do have is we're like a speedboat. You know,

21:00>> we could pivot at any moment. These guys are like the Titanic, man. They're pivoting. They gotta watch out for icebergs, they can't go quick enough. So ours is a janitor to CEO thought process of what we focus on, which is culture first, you know, transparency and being the voice for small business owners. And believe it or not, we have a mindset that's different than probably what the stockholders would want if they did have we did have

21:20>> p money, which is our clients aren't number one. Believe it or not, they're they're not number one. And by the way, they're not always right either. Our number one person that we focus on is company culture, the people that were within our organization. So we have 63% minorities, 27% women, and over 95% of our staff come from outside the payment space. And I did that on purpose knowing that it takes six to nine months to train

21:41>> them, but at least they could do it the right way. Our industry is full of it's just a fucking nightmare, our industry in general, of taking advantage of people. And I just don't wanna be a part of that anymore. I was part of the problem for a lot of my career being naive and not knowing. And I learned it, and I wanted to get out of it. And now I wanna do it differently, and and that

21:58>> allows us to have that power factor like you mentioned. Now do I feel powerful compared to the big dogs that can crush us financially and body wise? Well, no. We're we're we're babies. Do I feel powerful on the vision and, you know, what we could put first and and how we wanna roll with our company when it comes on our group buying end of what we are and what we stand for? Absolutely. I feel powerful.

Nathan Latka

22:19That's awesome. Well, Austin, before we wrap up, obviously, you're in a very good position, especially in a recession. Your VC backed competitors are reeling right now, trying doing layoffs, losing customers like crazy. Do you take advantage of this anyway? Do you go buy a bunch of VC backed competitors? How do you take advantage of a recession because you've done such a good job being healthy in terms of unit economics?

Competing During a Recession

Austin Mac Nab

22:39>> Well, the crazy thing is, you know, with this industry, if if it's a recession or good or we're not a recession, everyone uses a credit card. So today, if people don't have money, they're using a credit card. They're going in debt, unfortunately, but they're still using it to survive. And if they have a lot of money and they don't have debt, they're using credit cards for their points. So either way, we're always gonna see, you know,

22:57>> credit cards being used. And as they're doing these layoffs, etcetera, we're actually moving people to Iowa. You know, I just moved you know, I've I've moved people from Florida, from, you know, California. I moved people from Mexico before. I moved people from, you know, other parts of the state to Waukee, Iowa. You know? And and I and people are buying into that and they're okay with cost of living is, you know, fair. You don't have to

23:18>> go to Silicon Valley where cost of living skyrocket. We don't have to have as much money as them either because the price of cost of living here is substantially cheaper. So it allowed us to bootstrap this and do it in Iowa and it probably saved us, you know, a lot of money and time because we were in Iowa doing it.

Famous Five Rapid Fire Questions

Nathan Latka

23:34Mhmm. No. It makes tons of sense. Listen, it's a heck of a story. We're out of time today. Let's wrap up with the famous five. Number one, what's your favorite book?

Austin Mac Nab

23:43>> Everyone asks me that question. I don't have a favorite book. My favorite book is the one I'm writing every day.

Nathan Latka

23:48Number two, is there a CEO you're following or studying?

Austin Mac Nab

23:53>> I think I saw a lot of individuals out there that, you know, I I look at. I wouldn't say there's one specific that stands out, but I usually follow a lot within our industry or, you know, outside that that's not one favorite.

Nathan Latka

24:05Number three, what's your favorite online tool for building VizyPay?

Austin Mac Nab

24:11>> LinkedIn, believe it or not, the most underused tool in the world, I think. And we use it to the to the tilt.

Nathan Latka

24:16Number four, how many hours of sleep do you get every night?

Austin Mac Nab

24:21>> That's a great question too. Seven hours. I wake up at six every morning. I usually get to bed. Yeah. About seven.

Nathan Latka

24:27And I saw a wedding ring on, so I'm gonna assume married. But married, single, kids. What's your situation?

Austin Mac Nab

24:33>> Married to my wife for almost twenty years. I have three kids, 17, 14, and 12.

Nathan Latka

24:39Wow. And how old how old are you?

Austin Mac Nab

24:42>> I am 38.

Nathan Latka

24:4338. Alright. Last question. Something you wish you knew when you were 20.

Austin Mac Nab

24:49>> I wish I understood what empathy really meant when I was 20.

Nathan Latka

24:54Guys I think I

Austin Mac Nab

24:55>> learned a lot more now growing this organization.

Nathan Latka

24:57Guys, vizypay.com is doing 1,500,000 a month right now or 18,000,000 on average. This is talking last year's numbers. He's thinking they'll do about 27,000,000 this year. He helps over 10,000 local bars, restaurants, auto repair shops in rural America process credit cards faster. He gives away a $2,000 POS system if they ask for it. They then run their math. He's taking on average 58¢ per transaction, did almost 60,000,000 transactions last month. And the best part about this,

25:23he's done all of this completely bootstrapped with his team of a 130 folks out there in Iowa. Austin, thank you for taking us to the top.

Austin Mac Nab

25:30>> Alright. Thanks, buddy. I appreciate it.

Nathan Latka

25:32One 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

25:57central. 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

26:20fundraise, a big sale, a big profitability statement or something else. I don't want you to miss it. Additionally, if you want to take this conversation deeper and further, we have by far the largest private Slack community for B2B SaaS founders. You want to get in there. We've probably talked about your tool if you're running a company or your firm if you're investing. You can go in there and quickly search and see what people are saying. Sign

26:41up for that at nathanlatka.com/slack. In the meantime, I'm hanging out with you here on YouTube. I'll be in the comments for the next thirty minutes. Feel free to let me know what you thought about this episode. 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, I do it so that we can all learn. We have to counter those people. We got

27:01to 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.

Austin Mac Nab

27:08>> See you.