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16 results for “profitability”
Concept2 mentions across episodes
profitability
“The two metrics that actually matter when pitching investors”
revenue, which makes total sense, but it can can be complicated. Like, if you talk to any investor and you just, show revenue and it's going in any direction that is not up, that person will most like
20:10 / 20:44
tactical advice20:10 – 20:44
So let's talk about, both past and future growth then. So clearly Trail was a purchase. You guys had customers say, hey. We want this. So not a revenue buy, but certainly something that you can now go to your existing customers and say, oh, we're alr
26:57 / 28:00
from transcript26:57 – 28:00
You've probably grown to a business that's multi 100 millions of ARR, you're public now, and what really matters? Your absolute scale, at least today, is irrelevant for valuation multiple. Kathy showed you there is no relationship between actual size
21:00 / 22:01
from transcript21:00 – 22:01
Closed about a week ago. There you go. Yeah. But at the time we we that announcement, we actually spent less than half of the series b round that we raised three years previous. And so the question is like, look. If you're spending money that slowly,
1:16:29 / 1:17:30
from transcript1:16:29 – 1:17:30
What level of detail can you share there in terms of growth results and drivers going forward? If we think about the major successes in software that have surpassed $10,000,000,000 of revenue, extraordinary companies like ServiceNow or Salesforce, th
33:02 / 34:15
from transcript33:02 – 34:15
And from a growth standpoint, obsessing over not just spending and bringing people, but obsessing over unit economics. So we spend a lot of energy. More so now, like I said, when Arjun coming on board, he's bringing a lot of more diverse perspective
23:58 / 25:01
from transcript23:58 – 25:01
...begin to approach the IPO stage. Now a little bit on profitability.
7:32 / 8:31
from transcript7:32 – 8:31
This just over doubled the valuation to about $3,000,000,000. So to start, why did the company go back and raise so much money so quickly again? So first of all, you know, the the timing was, more of a preemptive, situation where our insiders, Accel,
4:26 / 5:34
from transcript4:26 – 5:34
So I guess going back to your initial question of, like, why not jump into marketing yet? I think we we have owned this ICP of, like, content first email newsletters. And if we can help them grow faster, build a website, build products on top of thei
1:13:58 / 1:15:47
from transcript1:13:58 – 1:15:47
and it's not something that is artificially juiced or or, it's not like the growth is on steroids. It's like the growth is coming from the fact that you go to the gym. That's more sustainable than than using steroids. You can, maybe not you should pr
9:41 / 11:14
from transcript9:41 – 11:14
So and and I think truthfully at that point, it was, like, probably half the enterprise value of the company was Peter's model. Nuts. Yeah. Unbelievable. Cassie, we mentioned I'm really jumping around, but fuck it. I enjoy it so much. We mentioned, l
53:15 / 54:18
from transcript53:15 – 54:18
their growth slows? Well, they will regret not having raised money. Yes. So you make hay when the sun shines. If you're growing and you have a war chest so let's say you raised $5,000,000 in your seed round and you're growing and you haven't touched
59:15 / 1:00:16
from transcript59:15 – 1:00:16
in order to take to correspond with that level of risk. And those are the two types of deals to do. The danger is you say every you can say, oh, well, this has a million dollars of ARR, and they're ahead of the number two player that has 900 k of ARR
47:50 / 50:39
from transcript47:50 – 50:39
Revenue accelerates quarter over quarter while expenses remain stable. We cross breakeven in q four twenty twenty six and stay profitable from that point forward. Our headcount strategy combines core human hires and full capability AI agents. As of q
59:15 / 1:00:15
from transcript59:15 – 1:00:15
But once you've scaled, if you're not investing in upper funnel and you're not differentiating yourself, unless you're Tesla with a product has differentiated itself from the clutter, you are just gonna be a commodity because you have nothing that di
30:39 / 31:47
from transcript30:39 – 31:47
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