← SaaS Interviews with CEOs, Startups, Founders
SaaS Interviews with CEOs, Startups, Founders
How 1Mind Hit $1M in 3 Months Selling $100k AI Sales Agents
00:25:08
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- [00:00]
A
You share. How many months from launch did it take you to break a million bucks of contracted revenue?
- [00:04]
B
We broke a million from when we went out selling within probably three months.
- [00:08]
A
Are you open to sharing a percent, like a growth rate over the past 12 months? Are we talking like 500% year over year growth or 100% year over year growth or where are you generally?
- [00:15]
B
600%.
- [00:16]
A
Can I ask you what you're doing today or a range?
- [00:18]
B
We had a 211% NDR, I think
- [00:21]
A
on your website you said you have 45 customers.
- [00:23]
B
We have over 60 now.
- [00:24]
A
What does emotionally intelligent AI mean? Take me past the buzzwords.
- [00:27]
B
We are building what we call go to market Superhuman, though. We are replacing all roles across go to market. So everything from the obvious that everybody else is doing, pop a funnel inbound. She's on your website, she gives a pitch, gives the demo. She doesn't just pass off to an sdr, she goes all the way for the close.
- [00:42]
A
Individual customers now already paying, just 18 months after launch, $400,000. Amanda, as we wrap up here, you just, you know, 30 million Series A closed. What was the valuation? Hey folks, my guest today is Amanda Kahlo. She's a three time entrepreneur and the former founder and CEO of six Sense. She's currently the founder and CEO of One Mind, which she launched to transform the go to market strategies using emotionally intelligent AI. Amanda, you ready to take us to the top?
- [01:07]
B
Let's do it.
- [01:07]
A
All right. Okay. What is emotionally intelligent AI mean?
- [01:10]
B
I don't know who came up with that. That's not typically what, how we what we call ourselves, but we are building what we call go to market Superhuman. So we are replacing all roles across go to market. So everything from the obvious that everybody else is doing. Oh, here we go. There's our superhuman right there. A funnel inbound. She's on your website. She gives a pitch, gives the demo. She doesn't just pass off to an sdr. She goes all the way for the close. And so then we also join Zoom Calls so she could be here on the call with us and she can act as a ride along sales engineer, solutions engineer to give the demo, answer the tough technical questions. And then we have a lot of PLG companies that are using it for onboarding to get people to go from free trial to paid. And lastly in customer success. So how do we onboard our customers through the life cycle for more of an enterprise motion? So our goal is not to be just top of funnel. Our goal is to support the full lifecycle and Give the buyers one experience that's consistent throughout.
- [02:01]
A
Interesting. Yeah, I mean, I'm using here on my screen. I had to mute it because she started talking to me. But you guys get the sense of what's happening over here. Amanda, just out of curiosity, what's the tech stack here? I mean is this like a hey gen, real time API plus 11 labs voice on top of it or what's the tech stack here powering her?
- [02:15]
B
We use a multiple of different technologies. Some of it's our own and some of it's third party vendors. We actually have our own pipeline. For most of it we use multiple different face vendors. The face I believe will be commoditized at some point. So we did start out building face and then we kind of said, you know what, we're more about the brain. We want to build the context graph and be the decision logic and the engine behind so that she can give the real live demo, so that she can support and create ROI calculators on the fly, et cetera. So yeah, it's a combination of different things and a lot of it's our own.
- [02:47]
A
Really Interesting. Okay, let's do a couple of these examples here. HubSpot, BSP. Just to be clear, are these real? These are real paying customers. Real examples.
- [02:52]
B
They are real enterprise paying customers with logos that we are allowed to talk about. So these are not experimental budgets. Most of these customers are paying the cost of a human plus and have multiple like su, like HubSpot, for example, we are working on, I believe it is their fourth superhuman to go live across their journey. Fiona, the one you're seeing here was the first superhuman that we built for them is in the top left corner. Fiona is set to talk to their SMB business. So when somebody asks for a demo, they engage with Fiona. She gives the demo, she qualifies, she takes them through to close and they were able to increase their revenue by 25% in their SMB BE small business segment.
- [03:31]
A
Interesting. Does Fiona make commissions?
- [03:33]
B
No, that's the good thing. And she is, you know, we did some analysis for HubSpot and we looked at the transcripts and the number of conversations and the quality of conversations, the depth and the content she was talking about. And it would have taken 89 SDRs and 19 sales engineers to do the job that Fiona is doing today.
- [03:50]
A
Interesting. So quantify. I mean everyone watching my show totally understands the old sort of SDR BDR to AE ratios and then there's CSM after that. Everyone understands that flow. How are you? I mean, you probably ran that playbook at $0.06 actually as you scaled $0.06. How is this radically changing? That is just like a cost structure change. Is it something else I'm missing?
- [04:06]
B
If you look at the jobs report, AI has put on more jobs than has taken away. I think there are some legacy ways that we ran go to market that is highly inefficient as you mentioned. But really a lot of companies today are stuck and they're not growing and they need to cut costs. They need to do two things. They grow and they need to cut costs. And so what bigger problem to solve than those two things? Through the form of an AI superhuman that basically can do the job and do it exponentially better, more efficiently and serves the buyer. So my ultimate goal why I'm helping companies grow, I'm helping them cut costs. My number one thing that we are focused on is creating a better buying experience. The handoff from an SDR to an AE to a sales engineer to a CSM is atrocious if you think about and there's loss of context and memory. We ask the buyers the same thing, we take them through the journey and it's if you put yourself in your the buyer's shoes. The process that we go through with humans today is ungodly. So this is a new way in a new world to have unlimited memory recall. Capacity limits can talk to any industry or vertical. Like for example if you're talking to like a Cisco or a databricks that sell to every industry and every vertical and anyone who needs data for them to staff sales engineers and solutions engineers that understand the nuances of every vertical and every industry they sell to is virtually impossible. But with AI that has no capacity limits so she can actually solution sell in a way that humans could never
- [05:23]
A
in the past this makes sense. How are you pricing this thing? What's the average customer paying per month
- [05:27]
B
today there is an annual contract or a multi year contract commitments that we have from most of our customers right now. Nothing surprised like it's a flat subscription. We do have some fair use cap but I'm not in the world of metering. The whole pricing model around AI is very difficult to get right. And my goal is you don't.
- [05:43]
A
Just to be clear, you don't price it. If I have you build one role for me on one license, am I going to pay you ten grand a year on average or what's the general cost?
- [05:50]
B
It's the cost of a human. So it's six figures like 100k.
- [05:53]
A
Like 100k. For one. Okay. And then if she. If the agent you build for me handles 10 calls versus handles 10,000 calls, you're saying there's no variability pricing there.
- [06:02]
B
There is a varia we cat. We price based on the size of your business, and then we give you. Then we have a very good understanding of how much we think you're going to consume. So we're doing that on the back end, but we're not metering it. We were. So there are a lot of customers of ours that are on a metered pricing system, but we were moving, and we're shifting over to a world that just makes it easier to know exactly what you're going to pay for and the outcome that she's going to produce and what that looks like.
- [06:23]
A
Yeah, I would imagine, like, my hesitancy to signing up to something like this is okay. If I. If I release her on my website and she has a thousand conversations, and I was like, oh, my gosh, I thought she was going to have five. And now I owe Amanda like a million dollars when I thought it was going to be 100k. That makes it really hard for me to predict, like, my budgets for. With my cfo. Is that. Did you experience that firsthand? Is that what happened?
- [06:41]
B
No, we. We actually said you would buy a bucket of conversations. So let's say we would estimate, okay, you're going to have a thousand or two thousand conversations a month. So let's call that 12,000 or 24,000 conversations a year, and I would sell you a bucket of those conversations. And now what we're moving towards is we still have that concept, but I'm basically giving you exponential what we think you're going to do. Like, if you have 10,000 visitors to your site, I think I get 20 to 40%. Will talk to the superhuman. If you got all a percent, I'm not going to charge you more. So we're really looking at this of, like, we want to be in partnership. We don't want to prohibit you and slow you down from using the Superhuman. We don't want you to put her in a corner. We want her to give her as much exposure. He or she or they, whatever pronoun you want to give your superhuman as much exposure as possible to drive as much value in your business as possible. So we're just trying to align back to the values of our customers. And so kind of taking that away in a way that says, all right, I'm going to 5x. I can't go to 20x or 100x because then I'll be out of business. But I'm going to go to 5x what we think you're going to use.
- [07:37]
A
Guys, remember, I am not just a YouTuber. I'm investing in my third fund. We've deployed $250 million into 550 software companies so far. Again@founderpath.com if you're interested in capital I would love to cut you a check because I know you're investing in your education. You watch my show. So sign up@founderpath.com and when you get the onboarding email, I reply and I see all those. Just reply and say Nathan, I found you through YouTube and I'll make sure to prioritize you. I would love to cut you a check. Check out founderpath.com that's okay. So fair to say though, average customer today is paying you somewhere between 100k and 200k per year for you know, one or two agents handling some bucket of conversations somewhere.
- [08:13]
B
100? Yeah. 3, 400k.
- [08:15]
A
Okay. You have customers today already. I mean you've already gone. You have customer. I mean you just launched from what I can tell, but you already have customers paying 400k per year. That's incredible.
- [08:21]
B
We have had some remarkable. In fact I just did a chart for my team yesterday where I was looking at all the go to market SaaS companies and AI companies. You know, even looking at like Clay and Gong and my former company $0.06. So I was the founder and former CEO of Six Sense. I look at the trajectory of the first five years of their when they were in business. Business and our growth curve is like straight up compared to anything we've ever seen in go to market. Well, let me push you on pretty wild.
- [08:44]
A
Since you open the bucket, can you share how many months from launch did it take you to break a million bucks of contracted revenue?
- [08:49]
B
We broke a million from when we went out selling within probably three months.
- [08:54]
A
That's wild.
- [08:54]
B
Yeah.
- [08:55]
A
Can I ask you what you're doing today or arrange.
- [08:57]
B
You can't. Let's just say we raised very soon after. We've been in market for 18 months. So we've, you know, we've come up on a full year of renewal cycles. We had a 211% NDR which is amazing. These aren't experimental budget. Almost every customer within 90 days of going live adds a second superhuman. So we have actually more opportunities. When you were talking about those higher customers within our customer base than net new, I think a lot of net new are afraid they're like Wait, can this do this? Is it going to hallucinate? Are we sure this can represent our brand and our product and this is how we want to go, go to market. But it's absolutely wild when they see the results and they see that this works. And I can tell you, 18 months of being live, I have not had one single customer tell me, touch wood, that this doesn't happen, that the superhuman has hallucinated in a way that has negatively impacted their business. The only time we've ever heard somebody say that it said something they didn't want it to say is because they gave us content that was outdated. And so I was like, they point to it like, wait, we don't do that anymore. I was like, well, let's go look at what you gave us. Then we cite back to the source and like, like, oh, yeah, we used to say that. Okay, so she wasn't hallucinating. She was actually using the content, using
- [09:58]
A
your trained data, which was old and outdated. Interesting.
- [10:01]
B
Which is like the point of like humans today. Everybody's like, oh, everybody needs a human. They trust humans. I actually think we're about to cross the chasm where people trust AI more than humans because we have the ability to put the AI on really tight guardrails. And if you do this right, and once society actually moves to that point, they're going to demand to talk to something like a superhuman or an agent over a human. Because humans hallucinate nefariously, let's be honest. Sales reps do it to get the deal done. Right?
- [10:25]
A
Yeah, yeah. And sales and sales reps have emotions and robots don't. I mean, all kinds of things.
- [10:29]
B
Well, robots can and they're starting to. We're starting to like, read the tone of the voice. And when you say no, you meant yes, like, oh, yeah, yeah, I'm going to buy from you actually.
- [10:37]
A
That's funny.
- [10:38]
B
Right?
- [10:38]
A
So I love that example. Yeah, yeah. If I can't tell you down on a revenue, revenue today, are you open to showing a percent, like a growth rate over the past 12 months? Are we talking like 500% year over year growth or 100% year over year growth or where are you generally?
- [10:49]
B
600%.
- [10:50]
A
600. Okay. That's great. That's amazing. Now I can kind of tell you down because you told me you broke a million three months in and you're 18 months ago.
- [10:56]
B
So like you my numbers, we're doing well. Yeah.
- [10:59]
A
If you're at 600% growth and we know you're north of a million 18 months or 16 months ago, you're doing north of 6 million. I won't make you uncomfortable, but that's point being, it's incredible growth. So let me go back to the backstory. Now that we know where you are today and what you're selling. I mean, look, my first thing here, wondering, I'm going, okay. She was the CEO at a very successful, I mean venture backed, right at 6 cents. You then went out and I think you're launching here with like a massive raise versus I'm thinking if she really believes in this, why not use her own money and just on this herself? So two questions there. Did you get really rich at 6 cents and why not self fund now?
- [11:29]
B
I get really rich at 6 cents. I think the story that I share openly is yes, I left at a time when we were raising another round. It actually just happened to be that way. It wasn't like when, when I was leaving, we were timing it and planning it. I took five years off, so you can do the math. It was fine. Didn't plan on coming back to work. I always said I was done and I was on the bench and I was having kids and I was happy. Played a lot of golf, realized that being a mom is the single hardest job in the world. So I decided to outsource that. I'm back to work and did I sell fun? I mean, maybe I put money in, maybe I didn't. I don't really share that.
- [11:59]
A
I don't think it's fair enough. I will push you on that a bit though. You have a very unique position because you've been through it three times now. There's a lot of founders listening to you that are much younger than you or I. I mean, when I first launched my SAS coming, I didn't know what the options were. I thought the sign of success was raise vc. And like if you raise vc, everything was going to be good. But you and I both know we have friends that raised a lot of VC and on paper it looks successful, but they made like nothing for a variety of reasons. So I don't want to make you obviously talk about your personal net worth and stuff like that. But your context, from what I understand was you basically built the thing and you left around the series C when the valuation was around 380 million in January of 2020. The company then after that did a series D at a 2.1 and a Series E at a 5.2 billion valuation. Without talking about what you personally made from those, can you just for anyone else that's in your same shoes. Leaving a company that's raised you 100 million to VC, passing off to somebody else. Do you just hold on to equity and then sell it slowly in secondaries again for the market? Not what you did generally. How would someone like you get liquidity?
- [12:51]
B
Yeah, I mean, I think you always look at things, look, I am somebody, this is me personally. I am somebody who wants to be in control of my own destiny. And so the minute I handed the reins away, I lost control. Right. Like, and that was a conscious choice. It was the best thing for the company. It was the best thing for myself. I put, you know, you could call it 10 years at it because I was building the product of Six Sense before we actually raised venture product, venture funding. So I had been at it for a very long time. And so when that control, control left my hands for me, it was a time to have some liquidity. I didn't sell the entire thing, but I, you know, my entire share. But I sold enough to take, to take time off and you know, if I never wanted to, I didn't, I don't have to go back to work. So. Yeah, and I, yes, of course, when there's next rounds of funding, we all like I tell some of my friends who are C level operators at some of the most successful AI companies today actually I have a really good friend down the street and I'm like, why have you not taken money off? Like you guys are crushing it right now. You never know what the world, we all think that, like it's going to keep going in that direction. Absolutely. When the opportunity arises, like take some off and then continue to roll the dice and have some. And I still have a considerable amount of equity in $0.06. But I, I took the risk off the table and you know, it looked like a good decision now.
- [13:59]
A
Yeah, I, if I had to summarize what you just said, it would be founders listening. You know, you can raise cash and also give up control, but don't do both without taking some personal cash. In other words, don't give up control and take a bunch of cash with no secondary. If you're going to get control, take a first bite at the apple kind of thing. Is that a good summary?
- [14:15]
B
Yeah, I mean for me, when I lost, when I was like not in control anymore, it'. Great. I will let this ride. But I'm taking a bite or two. And when you can, you know, everyone should, and it shouldn't be shamed when you do. Right. Like, I've had some incredible Opportunities already at one mind. And it's important that you know, I look out for my family and I look out, everybody is looking out for at the same time. But I'm also looking out for the employees. And the decisions I'm making today because I've had that good fortune in the past are very different than the decisions I made when I was at six Sense. So I genuinely care about making sure my entire team is going to see this as a home run for their career and for their families.
- [14:49]
A
And how big is your team today? How many folks?
- [14:51]
B
72, I believe.
- [14:53]
A
72. Your website is so simple. I know 40 million is a headline, you're coming on the show, but like I wouldn't feel that there were 72 people here, especially with you. Imagine using your own AI bots to sell your own product all over.
- [15:03]
B
So it's, it's amazing. We 78% of our pipeline has been sourced and created via Mindy, our superhuman. She's putting on eight figures a quarter if not more in qualified pipeline. It's wild. She is having on average, I think it's 15 minute conversations up to like for example, we just sold a deal with Ultrix as a customer customer and the CRO just posted about their superhuman going live. And when he first heard of us, he went and talked to Mindy. I think it was 90 minutes when we calculated how long he talked to her. Completely went through the whole solutioning, scoping all the possible use cases, got a demo from Mindy. And my first call with him, it was he and I because earlier in our sales cycle, in our days when I was taking the sales calls, I literally, I was like a note taker. I was like, I did not ask any questions, I did not do any selling. It was like Amanda, you know when to just shut up and listen because he's got ideas for what he wants to do with this. And then we went into, you know, the procurement process which always takes longer for an enterprise, enterprise deal. So like the deal cycle was a little bit longer, but getting to vendor of choice and a yes was not that long because Mindy did all the work for us. She's also starting to onboard some of our customers. We have her in our customer success lifecycle. We have her as actually our sales engineer. We have one sales engineer right now. And I literally last week told him, you know, your job is gone and you now need to maintain the brain of your superhuman. So sales engineer, the superhuman sales engineer will join the calls now. We're calling him Nigel. So Nigel will Be on the calls. So Mindy will be our inbound. Nigel will be on the calls as our solution sales engineer. And his job now has transformed into maintaining the brain so that Nigel can be on every call. Not just the call. That's 3D when you're ready for a solutions engineer, but on the first call to answer all the technical questions right there on day one. But yeah, we are eating our own dog food. And so a lot of our headcount is on our engineering team. They're all very AI forward, so I believe in this.
- [16:47]
A
How many engineers?
- [16:47]
B
40 some engineers right now. Okay. Yeah, my head of engineering, my CTO was head of engineering at Rippling Prior, so quite a few that came over from there. He is not doing bad when it comes to recruiting. Oh, my God. I've. I've seen good teams and this one's great.
- [17:03]
A
So what, what is your recommend? I mean, predict the future of sort of AI driven sales. Right. You. Because you actually have. If you guys look at the screenshot here, there's actually a couple of things happening here. HubSpot. I get the sense they're like, okay, we're willing to test this, but we don't want to in any way mislead our users. We're going to say it's powered by AI. Then others like Adam down here at Owner, it's literally, it's basically him. If you didn't know that this was AI, you'd think, well, maybe this actually is actually sort of Adam. I mean, Amanda, do you think we're working to a world where me and you are actually created and it's okay that users are talk to a digital version of us, even though it's not really us? I mean, where those lines blur over time.
- [17:35]
B
You think, yeah, we're not in the business of cloning, but we do. So we cloned AI Adam because he has a brand, right? So he has like another one is Jack Jocko from Winning by Design, if you know him. But he has a very strong personal brand and so he decided to clone himself as well. So we will clone, you know, if it makes sense for the brand of the. For our customer. Most of actually one an interesting one is Ultrex, is they took the founding founder's wife and then they made an altered version of her. So it's a likeness of her, which I thought was great. It was like a nod and a head nod to her without actually cloning her per se.
- [18:08]
A
So the goal is not clones convert more. I mean, that's the ultimate thing is Adam the owner clone convert higher than Fiona, you know, owners Fiona version basically.
- [18:16]
B
No, I think really it's all about the job that's going to be done by the superhuman and where you put them in the process and the ability to meet the buyer and have that highly relevant contextual conversation and taking them down a path of. At the same time I'm trying to sell to you and at the same time I'm trying to upsell and give you the demo. But I'm also here to answer your question questions and meet your needs. I think it's really more of the conversation design and the art. There's a combination of art and science here. I truly don't believe we have some competitors and ankle biters trying to do what we do. And every time I see them, I'm like, then you go talk to their, their agents. And I call them agents because we have Superhuman trademark. But we go talk to their agents and they're not even close. You know, it's like barely answering questions. It's not natural. They're not going down. They're not having multi goal. They can't give a live demo. They may show a few slides because they, they threw three slides in there. But they don't have 10,000 case studies like Alteryx has in their brain. They don't have multiple agents working behind the scenes because what's really happening is you're building like a stack of superhumans, if you will, and multiple brains that are all working simultaneously together to keep the latency, keep the cost and keep the accuracy 100%. So you're kind of, you're always like, we're dialing. We got to make sure we don't throw the cost through the roof. She's got to respond right away, otherwise people think it's not natural. And she's got to have highly relevant information and allow the buyer to control the experience, but also go for the close. So there's a, a lot going on there to make that work and make that work.
- [19:33]
A
Well, how are you going to market? I mean, I guess I think on your website you said you have 45 customers today. Something like that, 45 logos.
- [19:39]
B
We have over 60 now, but over 60.
- [19:41]
A
So I mean, is this, is this a high outbound play? I mean, your domain rating, for example, on ahrefs like there's very little organic inbound traffic. But it sounds like that doesn't matter. I mean, you're running an outbound playbook.
- [19:50]
B
We don't do any outbound. Actually. Everything is inbound. I don't know why that. I don't know where that rating is coming from, but I would say all the inbound that's coming to us is highly qualified. Yeah, I don't know. I can't see the number.
- [20:00]
A
You're getting more than 7. You're getting more than 17. Your website, way more.
- [20:05]
B
Yeah, way more. Our superhuman Mindy is having thousands of conversations a week.
- [20:10]
A
So what's the ratio? If someone's listening to this going, man, should I add this to my Website? I get 10,000 hits per month, right? What. What would you tell them? Should you say, expect that 20% of. Of random cold hits to your website will engage with Mindy? Or what do you think the hit rate is?
- [20:21]
B
Yeah, I mean, think about it. You. Most, most websites have some kind of chatbot on it today. Like, what are you getting in that chat bot Today you're probably getting maybe 2. You can at least double if not 5x what you're getting off your traditional chatbot with a superhuman. And our goal isn't just to be in the real estate of the chat bot. We live our. We eat our own dog food or drink our own champagne. And the fact that Mindy is like front and center on the website, right? Like, she is all you. That's all you get. However, our customers have it as a chatbot, they have it as an embedded experience, like as a banner on the homepage of some customers who have it in the top navigation bar. Like, talk to our superhuman. So we have it embedded in outbound key campaigns. Let me send you a campaign and have a highly dynamic personalized conversation with that user and offer it instant versus booking a meeting or downloading a white paper. Right? So she lives all over the place. She lives on LinkedIn, profiles, etc.
- [21:08]
A
I'm trying to give a real life example here. Right? So this is powered by Amanda's company, right? One mind here. This is winning by design. So that's one way to install it. But you said you just told us
- [21:17]
B
a bunch of different ways people are using logistics.com. so here you can see top nav. It says Julie. That's their superhuman. There she is at the bottom of the page. You scroll down, there she is as well. So she is all over them. And they incredibly high conversion rates as a result of it and deep engagement.
- [21:31]
A
They let you keep the logo there. A little virality built in, huh?
- [21:34]
B
Well, of course, unless somebody tells us to take it down. I don't think they might. It's a partnership.
- [21:39]
A
Oh, so is this an iframe you control this?
- [21:41]
B
Yes, we control this, yeah.
- [21:42]
A
Oh, interesting. So you have a bunch of I. Oh really? That's really compelling. So you could push a software update and immediately update all of your customers websites at once without them having to reinstall new JavaScript.
- [21:50]
B
Oh my God. 100. Yeah. And we're constantly, it may be because you know, your question earlier is what models, what faces, what things are you using? We're constantly updating, evolving. So today we might be using open AI, tomorrow might be using Gemini and like it's a combination. So we might be used smaller models for like the answering high or what's the weather like and then we use like deeper models and more reasoning models like for the, you know, more complex questions. And then when she needs to give a live demo, it's a whole nother set. So all of these things are working together and we're constantly optimizing and trying to stay up on all the latest. I mean one of the hardest.
- [22:18]
A
All those credits, you include all those credits in your cost of goods sold?
- [22:21]
B
Yes.
- [22:21]
A
Can I ask, I mean what was your cost of goods sold last month on credits? Are we talking like a million dollar a month kind of bill or are you like tool calling to try and like keep that, I mean obviously as
- [22:28]
B
low as doing a lot of tool calling to keep that down. Yeah, yeah. So it's, it's not as bad as you think it is, I will tell you.
- [22:33]
A
Can you build SaaS margins in this world? Can you keep your margins at like 80, 90%, 100% or.
- [22:38]
B
Yes, yes. We have found a way in a lot of caching. Like there's a lot of multiple things that we can do to keep this down. I'm not trying to support like, I'm not going after the support use case which is where you see most of the AI agentic, you know, tools in this world, like the Decagons and the Sierras of the world, they're solving the problem problem of you know, solving support cases and tickets. That is a very low margin business. Right. So like you can't have a million conversations and have it cost a lot because there's not a big upside to that. If I'm closing a million dollar deal for you and I'm moving pipeline through and revenue through, like the justification, if this is the equivalent of, you know, going back to HubSpot 89 SDRs for the cost of one, the ROI is there in spades on the efficiency numbers, let alone the impact on revenue, which is an increase of 25% on their SD business. So it's easy to justify what we're spending here. And we have very, we have a very healthy business.
- [23:27]
A
You guys are watching this. It's like she's done it before, huh? Right? It's like she's done it before. So this is great. Amanda, as we wrap up here, you just, you know, 30 million Series A closed. What was the value?
- [23:37]
B
Yeah, I'm not going to share that either.
- [23:39]
A
For AI founders listening that maybe have a million, two million they're watching. What is the market right now generally trading at for, you know, AI companies raising a series A with a couple million of ar.
- [23:49]
B
I don't really pay attention to other people. I am so laser focused on myself. I know you try to get you got at my like, like where you think my revenue is, but I know
- [23:57]
A
now I can't ask anything else.
- [23:58]
B
600x off of whatever point in time. So like maybe you were close.
- [24:03]
A
No, I asked very specifically.
- [24:05]
B
No, I'm not going to say.
- [24:07]
A
You're funny. I love this.
- [24:08]
B
Doing really well. You might have been under.
- [24:10]
A
Yeah, okay, fair enough. Look, I'm obviously rooting for you. It's a very cool space. If people want to follow along Amanda with your story, where can they find you? Online?
- [24:16]
B
LinkedIn.
- [24:16]
A
Amanda Klo Guys, there you have it. A ton of success at her first two companies. You might have heard of them at six cents now she's building one mind. She's scaling now with 60 customers like HubSpot, like owner.com with their. Basically they're like AI agents but superpower. There's a real face. They join zoom calls. They talk like a human. And you know what? They qualify and sell like humans. That's why the ROI makes sense. She's got individual customers now already paying just 18 months after launch, $400,000. Her model is a license per role model. So her Mindy or perfiona per the Nathan that you launch on your website. So completely, three months to break a million bucks of contracted revenue. And all she said was over the past 12 months, you know, a 600% growth rate. I'll let you take that or leave it however you want. Team of 72 people, 40 engineers. Watch out for Amanda. Amanda, thanks for taking us to the top.
- [25:00]
B
This was great. Super fun. Nice to meet you. Nathan.
- [25:02]
A
You won't believe this. CEOs revenue. Click here to watch the next episode right now.