CEO and founder Amir Salihefendić launched SaaS Doist in 2007, but the company didn’t reach the $1 million ARR mark until 2015. Then, in half the time, earnings leaped to a $14 million run rate by the end of 2020.
Doist started as a side project that earned a couple thousand dollars per month in its first year. Since then, it’s become a profitable bootstrapped software company that employs 93 fully remote people around the world. Its core productivity tools include Twist, a newly launched team communication app, and the popular task management app Todoist.
In a November 2020 interview with Latka, Salihefendić said Doist supports more than 200,000 customers on its freemium model. It started with 200 customers by the end of its first year, 10,000 by 2012 and 100,000 by 2015.
Although customers only have a lifetime value of $100, the CEO shares Doist receives “a lot of volume.” Because of a brutal market, he says the average conversion rate from free to paid isn’t noteworthy.
“I know the churn is bad compared to the benchmark,” he says about the company’s estimated churn rate of 70%, “but, honestly, I don’t really care that much.”
Source: GetLatka
Instead, he approaches the SaaS with a “zen-like philosophy” that includes very little metric-tracking. This might be due to the growth he achieved without ever raising the price of Todoist’s subscription from $5 per month for premium customers and $6 per month for businesses.
Before Salihefendić hired his first employee in 2011, he alone managed customer support, marketing, design, product development and more. Within two years, he’d grown a team of up to 10 people who helped build and launch the Todoist mobile app.
With 50 employees by 2015, Salihefendić says the company “became less productive, because we didn’t have the structure in place to actually make people productive.” After a reset until 2018 to resolve issues and rewrite the code base, Doist earned $10 million in ARR in 2019 — and it hopes to double that in 2021.
Besides his goal to increase Twist’s annual earnings of $600,000, Salihefendić also aims to surpass $100 million in ARR in the next five years. Plus, sharing the company’s wealth with employees is a top priority.
While he’d have strong words for anyone who offered to acquire Doist, the CEO plans to roll out employee stock options that would let employees own 25% of the company.
What is Doist’s annual revenue?
In 2020, Doist generated $14 million in ARR.
What is Doist’s monthly revenue?
In 2020, Doist generated $1.2 million in MRR.
Who is the CEO of Doist?
Amir Salihefendić, age 35, is the CEO and founder of Doist.
Transcript Excerpts
Assess what it takes to reach the next level
“We still lack the multiplayer aspect. We’ve figured out the single-player mode, because Todoist is used a lot by individuals. I think when we actually figure out the multiplayer mode, then the magic will happen, because we basically have millions of active users using this.”
Ignore the status quo of being a founder (dare to be different!)
“The thing to note is we never actually celebrated any of the milestones; even right now, when we passed $1 million or $10 million in ARR. It’s not something we celebrate a lot. And it’s the same thing with customer numbers — I didn’t track [them] that much and I didn’t really care that much about it. So, I think it’s very different from most other founders who are hooked on the numbers.”
Find your goldmine, then lean into it
“Something that really accelerated a lot of our growth was the native mobile app. If you look at our growth curve, it’s basically almost flat from when it was a side project for me. When we began to ramp up, it [was after] the native mobile apps, hiring the team, and that’s where most of the customer growth came in as well.”
Share your wealth with those who helped you earn it
“I think [employee stock options are] a way to align people as well on just building something bigger, and also just to reward people. A lot of our team has been with Doist for more than five years, and I don’t really think it’s fair to only make myself wealthy. I also want to do the same thing for other people.”
Full Transcript Speaker 1: Hello, everyone. My guest today is Amir Salihefendic. He views life differently ever since his family fled war-torn Bosnia for Denmark, and he began to see the world becoming truly borderless. That worldview influenced his mission to change the future of work as founder and CEO of Doist, a fully distributed, bootstrapped company that creates productivity tools used by over 13 million people globally. Amir, you ready to take to the top? Amir Salihefendic: Let’s do this. Yeah. I’m excited. Speaker 1: All right. So if folks have not heard, it’s Do I-S-T.com, doist.com. What are you guys doing? What’s your average customer using you for? Amir Salihefendic: Yeah. So we have a task management app, one of the most popular to-do apps called Todoist. And then we have also recently, some years ago actually, launched a team communication app, asynchronous team communication app, called Twist. So basically Todoist and Twist are our core product. yeah. Speaker 1: So give us the backstory. When did you launch Doist? What year? Amir Salihefendic: Yeah. I mean, I launched it for my own usage in 2007. My background is development, so I created Todoist and then I kind of stick to it and coded on it for many years. And then I actually co-founded a social network in between. And then this social network didn’t really work out, so I went back and worked on my to-do list. Yeah. So right now- Speaker 1: What year did you work on the social network? Amir Salihefendic: From about 2007 to 2010. Yeah. Speaker 1: Okay. And then so this was sort of a side project in your evenings. And then after 2010, you shut the network down and you said, “I’m going to go back on Doist.”? Amir Salihefendic: Exactly. Yeah. Yeah. So, I mean, it’s just my passion project and most developers kind of start with a to-do list. Not many continue doing that for over 10 years. So that’s basically what I have done. Yeah. Speaker 1: So what year did you get your first paying customer in? Amir Salihefendic: On the first year, actually in the first couple of months, because I was doing this on the side and I didn’t want to pay for the server costs. So it just like, “Let’s just make the reminders a big feature.” Speaker 1: Was this 2007? Or 2010? Amir Salihefendic: Speaker 1: Okay. So who was it? Do you remember where you found your first customer? Amir Salihefendic: I had a popular blog, so I was a blogger. And yeah, so basically most of the first customer were via my blog. So that’s [crosstalk 00:02:25]. Speaker 1: What was the blog URL? Amir Salihefendic: amix.dk. Yeah. Some of the stuff I’m not really super proud because sometimes I would just drink and then come home and write something stupid. Speaker 1: Okay. Wait. So it’s A-M-I-X.dx? Amir Salihefendic: amix.dk. So [inaudible 00:02:46] like the main name. Yeah. Speaker 1: Can you send that to me on the chat here on Riverside? I’d love to check that out as we’re chatting. Okay. So you used that community blog to get it going. And then after that, help me understand today how people are using the tool and maybe start with sort of what they’re paying on average. You strike me as a low ARPU, high volume, no touch play. Is that accurate? Amir Salihefendic: Yeah. I mean, we have 100s of 1000s of customers and most of them pay… The lifetime value is, I would say, about 100 or something like that. So it’s very, very low. But we have a lot of volume. And honestly, we still lack kind of the multiplayer aspect. So we have kind of figured out the single-player mode because Todoist is used a lot by individuals. And I think when we actually figure out the multiplayer mode, then I think the magic will happen, because we basically have millions of active users using this. Yeah. Speaker 1: So let me break all that down though. So instead of giving me a lifetime value number, when people sign up for Doist, what do they pay you per month on average? It’s what, like five or six bucks? Amir Salihefendic: Yeah. I mean, it’s a freemium model, so we have a very powerful free version, and then we have a premium version that’s up. I think it’s $5 per month. And then if you pay yearly, it’s four. Yeah. So it’s very low. Yeah. Speaker 1: So there’s only one pricing plan. Everyone pays five bucks a month. Amir Salihefendic: Yeah. We also have Todoist for business, but it’s kind of… I mean, it’s a huge hack. Actually, it was an afterthought. And then we’re kind of trying to improve that now, but we have basically created this… I think we spent three months and we basically had generally 30% or more of our revenues for many years now. And we have not really improved it. So we’re kind of like [crosstalk 00:04:41]. Speaker 1: Your enterprise tool? Amir Salihefendic: mean, it’s not really enterprise tool. It’s basically if you want to buy premium for your employees, then you will use Todoist for business. Yeah. So… Speaker 1: And what do you charge for that? Amir Salihefendic: It’s a dollar higher, so yeah. So it’s about $49 per year or five or $6 per month. Yeah. Sorry. We have updated our pricing maybe a year ago, so it’s being in that range. Yeah. Speaker 1: Yeah. No, no. You’re fine. So I want to understand the story here. So basically between 2007 and 2019, you only had one price point. It was five bucks a month. Amir Salihefendic: Yeah. Yeah. And honestly, I set this initially very low price point and basically all the other competitors compete this or… So because we were like one of the first online to-do apps and we basically set the price point and everybody’s kind of have the same price point. And I don’t think they were probably like, “What does this charge?” And then [inaudible 00:05:44] do a price similar to us. [crosstalk 00:05:48]. Speaker 1: Let’s go back to the customer growth story. So you used your blog to get your first customer. What year did you pass 100 customers? Do you remember? Amir Salihefendic: I mean, honestly, it was a side project for me, so I didn’t really care about the numbers that much. I basically care like, “Is this actually covering the server cost?” And it actually made some profit, but it was a few 1000 bucks per month maybe. Yeah. So it was very, very small scale in the beginning [crosstalk 00:06:18]. Yeah. Speaker 1: No.I understand that though. But do you remember what year, even as a side project… What year you pass sort of a 100 or 200 customers? Amir Salihefendic: I did that I think in the first six months, because I already had a lot of traction or people were really excited about this. So a lot of them just paid. Speaker 1: So by the end of 2007, what you’re saying is this was generating a couple 1000 dollars per month in profit and you had over 200 customers. Amir Salihefendic: Yeah. Yeah. Yeah. Yeah. Something like that. Yeah. Speaker 1: And you still… It was just you on the team? Or was there multiple people? Amir Salihefendic: I mean, it’s just me. Yeah. So I did the support, the marketing, the design, the development, everything, [crosstalk 00:06:58]. Speaker 1: You’re a one-man- Amir Salihefendic: Yeah. Yeah. Speaker 1: One-man machine. so when did you hire your first employee? Amir Salihefendic: In 2011. Yeah. So four years in. Speaker 1: Okay. And how many people did you have at the end of 2011? Amir Salihefendic: I mean, once I kind of went full-time on this, I kind of began to hire more rapidly. So right now, we are about, I think, 85 people, maybe 90, because we are hiring more now. Initially most are engineers, probably 50 engineers. We don’t have any salespeople, so yeah. Speaker 1: That’s great. Amir Salihefendic: Yeah. Speaker 1: Amir Salihefendic: It’s a very good question. I mean, initially, we actually ramped up, so I probably hired maybe five to 10 people initially, and then we can integrated those people in and then we created mobile apps, native mobile apps. And then after that we hire a bunch more. And then we kind of struggled for a bit to [crosstalk 00:08:09]. Speaker 1: What year was the mobile apps? Amir Salihefendic: It’s probably 2013 or ’14. Yeah. So we were actually very late to the market with these. Speaker 1: But you launched the Doist mobile app in 2013. Amir Salihefendic: Yeah. Todoist mobile apps, native mobile apps in 2013. Maybe [crosstalk 00:08:27]. Speaker 1: And you said you struggled. What do you mean by struggled? Amir Salihefendic: I mean, we basically hired more people and we didn’t really become more productive. We actually became less productive, because we didn’t really have the structure in place to actually make people productive. Speaker 1: So what was the team size, let’s just go to 2015? Amir Salihefendic: I think probably we ramped up to about 40 or 50 people and that’s where we actually struggled to kind of… I think actually, we got a lot less productive than when we were 10 or 20. Yeah. Speaker 1: And are you measuring that off revenue per employee or something like that? Amir Salihefendic: I mean, just shipping. We didn’t ship anything. So yeah. We struggled a lot to ship between probably 2015 and maybe ’16 and 70. So it’s only in the last two years that we actually reset this and began to ship and changed up. Also something [inaudible 00:09:25]. There was a lot of legacy crap because I basically did this as a side project. So all of the choices that are made initially weren’t really the smartest ones. Yeah. Speaker 1: So between 2015 and 2018, you guys were really paralyzed really because you were rewriting the code base to take out technical debt, and just in 2018 you started shipping again? Amir Salihefendic: Yeah. Yeah. That’s probably the right way. And also just creating the structure and getting people productive. Also we experimented a lot and questioned. So we also had a love affair with no hierarchy and that didn’t… Don’t try that. It’s not [crosstalk 00:10:09]. Speaker 1: Didn’t work? Amir Salihefendic: Yeah. It didn’t work that well. Yeah. Speaker 1: And so let’s keep going on the customer. We understand sort of the team struggles and growth. Well, let’s go back to sort of customer. So 200 customers in 2007, your first year. It’s a side project. You’re making a couple grand a month in profits. You’re covering your AWS or your server spend, et cetera, if that was even around back then. When did you pass your first 10,000 customers? What year? Do you remember? Amir Salihefendic: Yeah. I mean, honestly, the thing to note is we never actually celebrated any of the milestones. So even right now, when we passed 1 million or 10 million in ARR, it’s kind of not really something that’d we celebrate a lot. And the same thing with customer numbers. I really didn’t track that much and I didn’t really care that much about it. So I think it’s kind of like very different from most of other founders that kind of are hooks on the numbers. I was [crosstalk 00:11:06]. Speaker 1: Well, I think just because you don’t celebrate something doesn’t mean that it’s not important to document your story right as a business case study for future, which is what I’m trying to do. So I totally get it wasn’t a focus and you didn’t pop champagne and wine bottles, but general… I mean, some general customer numbers in terms of as you were growing would be helpful, especially if you’re in the 100s of 1000s right now. I mean, do you remember the year you were around 10,000? Amir Salihefendic: Yeah. I mean, something that really accelerated a lot our growth was basically the native mobile app. So probably I would say that like the… Because if you look at our growth curve, it’s basically almost flat from when it’s kind of a side project for me, and then when we begin to ramp up, it’s kind of like the native mobile apps, hiring the team, and that’s where almost most of the customer growth comes in as well. Yeah. Speaker 1: So do you think you passed 10,000 customers in 2015? Amir Salihefendic: We passed that before, probably 2012 or ’13, when we… Yeah. Speaker 1: Okay. And then the mobile app goes live in 2015. So the mobile app then gets adopted 2015, 2016, 2017. Do you remember when did you pass a 100,000 customers? Amir Salihefendic: Yeah. I mean, I could actually maybe look that up, but… Speaker 1: I know you don’t know them by heart because you guys don’t celebrate them, which is fine. I’m just looking for… I mean, are we talking 2015 or 2018? Amir Salihefendic: Yeah, I can look this up. So let me actually try to do that. Speaker 1: Okay. Great. And we’ll sort of keep chatting as you’re doing that. So you’re building Doist, again launched in 2007 as a side project. You’re scaling. You hired some people and started scaling really in 2015. And you started shipping things like the mobile application, which helped drive a lot of growth, even as you were dealing with a lot of technical debt. You’ve done all this bootstrapped, correct? Amir Salihefendic: Yeah. Yeah. We didn’t raise any money and we still have not raised any money. Speaker 1: Love that, which means you’re profitable, correct? You’re not burning cash? Amir Salihefendic: I mean, we have actually been profitable from all the years. Yeah. Speaker 1: Are you… I mean, when you say profit, are you basically at break even, you reinvest everything? Or you as founder helping create personal wealth, because you’re really 20, 30% EBITDA margins per month? Amir Salihefendic: I mean, the thing is the general strategy has been to kind of reinvest everything back to the company. I have of course taken some money off the table over the years, but it’s not like… I’m not DHH [inaudible 00:13:45]. Speaker 1: Do you still own 100% of the company? Amir Salihefendic: We are actually rolling out the employee stock options right now, but I own most of it and the employees will own in the end, I think, 25%. [crosstalk 00:13:59]. Speaker 1: 35? 35%? Amir Salihefendic: 25. Speaker 1: Oh, 25. Okay. That’s great. And you just set up that 25% kind of employee option pool this year in 2020? Amir Salihefendic: Exactly. Yeah. So yeah. Yeah, that’s basically it. Yeah. Speaker 1: And why did you decide this year was the right year to do that? Amir Salihefendic: I mean, honestly, I mean, I was kind of against this, the bootstrapping, especially if you hear the base camp guys. Equity has no value and stuff like that, but it’s kind of bullshit because equity is… If you want to get wealthy, it’s true equity. And I think it’s kind of a way to align people as well on just building something bigger and also just to reward people. A lot of actually of our team have been with Doist for over five years. And I don’t really think it’s fair for myself only to make myself wealthy. I also want to do the same thing for other people. Speaker 1: No, it makes a lot of sense. Do you have that customer number up? What year did you guys pass 100,000? Amir Salihefendic: I don’t actually, but I mean, I would probably say 2015 or ’16 or something like that. Yeah. Speaker 1: Okay. And I mean, do you have eyes on passing a million paid customers? Or is that really going to be a stretch in the next year or two? Amir Salihefendic: I mean, the thing is based we want to pass 100 million in revenues in the next five years or it’s right now probably more a four and a half years. So that’s kind of the goal and is basically finding out the strategy to achieve that. Speaker 1: And what are you at right now in terms of revenue? Amir Salihefendic: Yeah. I mean, I think this year, we’ll probably pass 15 and maybe a bit more if we are lucky, and next year, I think we’ll definitely pass 20. That’s at least the plan, the plan [crosstalk 00:15:50]- Speaker 1: What did you finish 2019 with? Amir Salihefendic: I think it’s about… Yeah. I’m actually not 100%, but probably around 10. Yeah. Speaker 1: Oh, that’s great. So you basically have grown over the past 12 months from a $10 million run rate to a $14 million run rate bootstrapped. Amir Salihefendic: Yeah. Yeah. Speaker 1: That’s awesome. That’s amazing. You need to be on the cover of the Wall Street Journal and TechCrunch. The bootstrapped, good growth. This is how you build a SaaS company that actually generates real wealth. Amir Salihefendic: Yeah. Yeah. But honestly, I think the opportunity is huge in this market that we’re in, so yeah. Yeah. I think that the opportunity is much bigger than that. Speaker 1: What year did you pass a million dollar run rate? Do you remember? Amir Salihefendic: I mean, here’s the thing. It’s kind of, like I said, we don’t actually track. [crosstalk 00:00:16:46]. Speaker 1: But come on, Amir. A million. I get you don’t track it. I understand you don’t track it, but that’s a big number. Amir Salihefendic: Yeah. I think we probably pass that probably in, I would just… I’m actually unsure. 2015 maybe. But the thing is I didn’t even notice that, because I was not really focused on the number. Speaker 1: This is crazy. This is what’s interesting to me though. You launched 2007 as a side project. You are slugging basically, even though you had another social network. You were slugging for basically eight years to get your first million bucks in revenue. And then over the past four years, you’ve basically 14 X that. Amir Salihefendic: Yeah. Speaker 1: Yeah. That’s what’s impressive to me. I think that’s a very interesting story. And you said about 200,000 customers today? Amir Salihefendic: Yeah. Yeah. We probably have more than that. Yeah. Speaker 1: Okay. I guess what I’m going down here in the line of questioning is how many [inaudible 00:17:41] do you… What’s your average conversion rate from free to paid? Amir Salihefendic: I mean, honestly the market that we’re is brutal. It’s kind of like consumer. It’s almost like consumer. So both the conversion rate and [inaudible 00:17:58] rate are really, really bad, because it’s just the market you’re a part. So I would probably say a few percentage we convert from free to paid. Yeah. And also the retention isn’t as great as if you actually have businesses or enterprises using your product. Speaker 1: Yeah. It sounds like your growth… Because you told me earlier lifetime value was about 100 bucks. So if people are paying five bucks a month, that means it’s 20 months of lifetime value, which means your churn annually, what, is something like 70%? Amir Salihefendic: Actually I don’t know. Yeah. Speaker 1: Each month how many customers do you churn? Amir Salihefendic: I don’t know actually. Yeah. So- Speaker 1: How do you know that churn is bad then if you don’t know what the number is? Amir Salihefendic: I mean, I know that the churn is bad compared to the benchmark, but honestly I don’t really care that much. There’s some people inside the company that care more about this than me. Yeah. So [crosstalk 00:19:01]- Speaker 1: Why don’t you care about churn? You work so hard to get customers. Don’t you want them to fall in love with your product and use it forever? Amir Salihefendic: I do, but I think there’s a lot of focus on the numbers and the dashboards and stuff like that. And honestly… Yeah. [crosstalk 00:19:19]. Speaker 1: Well, Amir, ignore the number. Ignore the number. You [crosstalk 00:19:22] your life into building a great tool. Don’t you want people to use it forever? Ignore what the actual CAC and LTV and churn RP numbers are. Don’t you want people using it for a long time? Doesn’t it upset you when people churn because they’re basically killing your baby? Amir Salihefendic: I don’t really feel like that. I kind of feel like I’m creating a tool and if people find it useful, they find it useful. If they don’t, they have other tools they can use. So it’s kind of like a very zen-like philosophy. And I think it makes me sleep much better at night than kind of dreaming about or nightmaring about bad churn. Speaker 1: What’s the plan for the next year? What are you most excited about? Amir Salihefendic: I mean, we really want to tackle the collaboration space, adding proper multiplayer sharing and Twist. We also have really great ideas for asynchronous communication. So all of these, I think actually will be kind of just increasing our lifetime value a lot. Usefulness as well, because honestly creating a tool that is mostly for individuals is brutal. If you’re doing anything, that’s not something I can recommend doing because you have very hard time to actually keep users because you don’t have a natural way to bring them back. With calibration, it’s much, much easier. Speaker 1: And your whole team, by the way, we should point to that, is fully remote, correct. You have no office? Amir Salihefendic: Yeah, yeah. We have been remote since day one. Speaker 1: Yeah. I love that. So on Twist real quick, you said you’ll break about 14 million revenue this year. Is any of that revenue coming from Twist? Or is it all most Doist? Amir Salihefendic: Yeah. I mean, Twist is also like a fricking slugfest. Most companies would have given up by now. And it’s really, really brutal market as well. There’s a lot of competition, but I really believe in the asynchronous way. So I would probably say that, yeah, probably maybe 600,000 or maybe even more yearly. So it’s very small compared to Todoist. Speaker 1: Very good. Amir Salihefendic: But… Yeah. Speaker 1: If someone approached… I know you want to break 100 million in revenue, Amir, but if someone came to you Monday or one of these bigger companies and said, “Hey. We want to buy the company for $200 million, all cash, upfront,” do you sell the company? Amir Salihefendic: I would say, “Fuck you.” Speaker 1: To any number, you’d say, “Fuck you.”? Amir Salihefendic: Yeah. Yeah. I have already declined. I don’t even entertain those ideas. Speaker 1: What’s the largest offer you declined? Amir Salihefendic: I mean, I don’t even go into them. So if somebody sends me an email, then I just ignore it. Or I have a template that I send them back. Speaker 1: But no one’s put a number in front of you? Amir Salihefendic: No, because I don’t even entertain the idea of going, because I don’t actually… Why would I want to sell like this? It’s kind of my life’s work. So… Speaker 1: Yeah. On that note, Amir, let’s wrap up with the famous five. Number one, what’s your favorite book? Amir Salihefendic: Yeah. So I would probably recommend Let My People Go Surfing by the Patagonia founder. Yeah. Speaker 1: Number two, is there a CEO you’re following or studying? Amir Salihefendic: I really love the podcast Invest Like The Best. I’m unsure if your listeners know it, but I would… And there’s a lot of people [crosstalk 00:22:53]- Speaker 1: Is there a CEO you’re following though, a specific one? Amir Salihefendic: I mean, I really like Toby Lutke from Shopify. His interview there is amazing. Yeah. So probably that, and maybe also the Strive founders. Speaker 1: Number three, what’s your favorite online tool for building your company besides your own? Amir Salihefendic: Yeah. I would probably say Git and Git Workflow. So we have basically a handbook that’s kind of [inaudible 00:23:23] and lives on GitHub, but you can also use GitLab. And that is very, very powerful, because you could kind of do the development aspects, but do knowledge base of your company, Speaker 1: Amir, number four, how many hours of sleep are you getting every night? Amir Salihefendic: I’m not a great sleeper, [inaudible 00:23:43]. It’s not really because I work a lot, but I probably get maybe seven hours of sleep. Speaker 1: And what’s your situation? Married? Single? Kids? Amir Salihefendic: Oh, I’m married with two kids. Yeah. Speaker 1: Two kids. And how old are you? Amir Salihefendic: I’m 35. Speaker 1: Amir Salihefendic: Yeah. Something… Yeah. That you can probably do anything that you actually want to do. So I think there’s so much freedom and a lot of people think there’s limits and I don’t really believe in that. Speaker 1: Guys, doist.com, a multi-million user productivity tool has passed $14 million in terms of run rate, up from 10 million last year, but this all started back in 2007 as a side project where he paid his first 200 customers, was profitable from day one. They’ve bootstrapped the company today. Also now launching Twist, which is a new product line, doing $600,000 a year in revenue. He says absolutely no interest in selling. Amir, thank you for taking us to the top. Amir Salihefendic: Thank you for having me. Speaker 1: One more thing before you go, we have a brand new show every Thursday at 1:00 PM 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 backend 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, 1:00 PM Central. Additionally, remember these recorded founder interviews go live. We release them here on YouTube every day at 2:00 PM 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 fundraise, a big sale, a big profitability statement or something else. I don’t want you to miss it. Speaker 1: 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 up for that at nathanlatka.com/Slack. 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