How many total customers are you serving today? Around 5,000? 750 signing up per week, that's 3,000 a month. How many of the 3,000 convert into a paid plan? We have above 35% conversions. He said you had a million bucks of ARR today. No, he was a yoggo. We will finish at 10 this year. I'm still the biggest shareholder of the company. Can I ask how much you still own? Above 50%. Hey, folks, my guest today is Jeremy Goyo. He's the co-founder and CEO of the mobile first company, a hold company that built a tool called Aloe, a dialer for sales teams. Now, he did this after leaving his head of growth at Spend Desk, which he helped lead it to a unicorn status before again jumping into startup world. The tool now is used by over 5,000 businesses. Jeremy, you ready to take to the top? Hi, it's the major, Latin. Thanks for inviting me. You bet. You have a very cool website, but you just told me before the call, this is really a holding company, and it sounds like you have a multi-product strategy with Aloe being the first one. Walk me through what the company does. Yeah, exactly. So as you say, coming from the SaaS industry, and I had one of the main frustration in the past that was software was mainly for corporate or for big companies, but it was never very easy to use, never very accessible for smaller companies. And so for my second company, I wanted to build a suite of products. So as you can see, the mobile first company, it's a suite of products to solve the most boring problem for the most boring businesses. So we help retail services business smaller companies by building consumer-like softwares with an affordable price. And so that's the vision of the mobile first company. Started two years ago, and we launched our first product now a year ago that called Aloe, focusing on the telecom and the phone problems. So most of people were using Ring Central as the leader in the US, and I've been reading so many complaints about that solution that I was like, OK, it's time to build something easier, more intuitive, and better. Yeah, you know, there's always people one-shotting websites. This is just beautifully done. Do you come from a web design UI UX background, or who did your website? So it's great. So thanks for the comment. I think we started to work with agencies, and then we discovered that it was not moving fast enough, and so we do everything mainly online. As you can see, most of it is now AI generated, you know, so we become as well like a lot of prompt experts. The big key is from Alex, that is our head of branding. It's a YouTuber. You have 2 million followers online, and he decided to stop YouTube to build like a tech company with me. And so both of us, we really have this design aspect, and I think it's a reason to a lot to our ICPs. You know, software have been sobering, so complex, so we want to, the first impressions to look like, OK, that's modern, that's easy to use, that's elegant. Alex here, Cales. Yeah, exactly. Very cool. So he's your co-founder? He's an associate of the company. I will say, he joined a year after we created the company, and I tried to give shares to every people, so I started the company alone. So I have the chance to have a lot of space in the cap table to incentive people like him, and like most of the people who joined the company since the beginning, they all have like percentage of the company. So you're obviously running a low-arpoo, high-volume model, right? I mean, it's an SMB focused model. What is the average customer paying you per month for Allo? So it changed a lot, and the big challenge we have is to increase it. It started to be at $18 per month, so that was mainly when individual like solo business was using us, and now we are targeting more on small teams, so that's why you can see the messaging. And so in average, you have between three to four employees using our product, so we are above now 160 USD per month. Per month, OK, that's great. And is that usually, are you doing a bottoms-up approach where one employee uses it and they take it to their team and now the company is paying you $160 a month for five seats? So one of the mistakes we did, and I'm pretty sure a lot of people are doing the same, we really love PLG because as a user, we prefer to use a product that is self-serve and so on. And so we struggle a lot in terms of churn, activation, retention, and then we just added like a sales motion that is basically adding a button on the website, a book, a demo. And this is when we start to have this new funnel where people are not going to the product alone, they're just booking a demo, it's a 15-minute demo with a sales team. And we... Wait, where is that? Talk to the sales on top, just on the left. So as you can see, it's still idle. And on that aspect, you book it as well, we have some leads going. So based on how big is your team or based on which CRM you want to connect with Aloe. So for example, if you try to connect Salesforce, my sales team will jump and call you that if you try to connect Notion, nobody will call you. You know, so we do also like a term of routing. And we always give the opportunity for people to continue to self-sale themselves. But yeah, adding this level just increase our AC by 3x by just hiring a first sales people in the company. This is a very smart screen. How many people fill in the screen last month in January of 2026? I think it's around 750 per week. 750 per week. And where is that traffic coming from? So I will say above 30% is coming from keyword on Google. So we are in a replacement category. So basically we replace existing solution. I name Ring Central, you may know Aircall. So most of it is like paying some traffic on very specific keyword, both competitor keyword or features keyword. Then we invested in SEO. I know you love that. So we invested great content, long content, non AI generated content as well. So we have some organic traffic. The last big chunk of the acquisition is coming by LinkedIn, both on organic and then we use leadership ads. You know where we can boost my LinkedIn post or boost the post of the users to just reach bigger audience. And on top of that, we have a lot of retargeting. I think that's a mistake when started do. They never activate retargeting with the cheapest ads as of today. So we retarget a lot with very creative ads. On LinkedIn, the ads are on LinkedIn retargeting. In Pmax as well on Google ads and Meta. And then World of Mouse, I think we see the big difference when we got the product market fit. We start to have way more referral. And so today we still have like between 10 to 12 people going to referral. And then LLM, I think it's very hard. I think the UTM chart GPT is around 8% on the traffic. But when you talk, I think it's more around 20% traffic coming from LLM. Today. Interesting. So just to dive into this tactic, I mean, this is not an easy key word to rank for best call recording software. It's bringing in 2100 organic clicks per month to your website. You know, the flip side is if you were having to pay 10 dollars per click for that traffic, this one tactic, this one post is worth 20 grand a month in terms of traffic. How did you get ranked for this? Did you use it external agency or is this internal? Well, we use internal, but we have a very lean team. So, you know, we raise around 20 million dollars and we are 17 in the company today. So we work with a lot of full time or part time freelance. So there have been people working on the website. It's Maria and Greg that are the people behind these articles. They have been working part time. So we pay by the hours, but they have been working for two years for us, for the company. Yeah. And this is a very, they're smart. I mean, it's a very long form, very educational, really well designed, good H1 tags. I mean, all this stuff is check boxing and it's now bringing in really, really nice traffic. So this is interesting. How do you come up with, you know, here, something to catch on that, I think, Natan, but something that is super relevant as well is we produce our own screenshots. Both of them, we are trying the competition for real. So we are doing our own video of the competitions, our own screenshots. So that try to make a difference in terms of people try to add image, but they never have a unique image, you know, and Google is a really huge fan when you bring something new, you know, to them. And so that's why we try to have also like having this unique piece of content. Yep. Yep. Really, really interesting. What, and so how do you, who's determining what keyword to go after in the first place? Is that you, Manually or someone else? So what we did, we did a big export of most of the competitions using the same tools as you are using. And then we export everything into a table. That was two years ago. So maybe it will be different with Cloud Code today. And then we sit down and we put like a ranking. I can show you the link if you want, but basically it's like type of keyword, priority of the keyword and intent of purchase of that keyword. And then it creates us like these different clusters. And then we just full blast to be number one. What I always say is writing great content is one thing. Having backlink is super important as well. So the first year of the company was really chasing every other people to try to produce guest posts, try to have interesting. So we have been posting more guest posts than our own article. So we have been posting article all around and that helped a lot on our organic strategy. 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 at 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 at 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. Really interesting. What let's shift paid for a second all in on all paid ads across all platforms. How much are you spending per month right now? Below 100K. Okay. Okay. That's not terrible. So below 100K. And what do you try and optimize for in terms of CAC payback? So we try to optimize for the lowest CAC at first or CPC, you know. But then we discover that it brings us less qualified people and he brings us like a higher term. So now what we really try to evaluate is a priority of the lead. So we have two events that we send back to Google Analytics or to Google GTM. So we have lead generating. So every time we capture an email on our website or onboarding final, there's an event that is being sent. And then we have lead pre-orized. So we have our own engine of ranking that basically try to understand how big is the company using different proxy of data. And then we give a ranking to that. We use animal as well. So we have the sardines that are like single users. Then we have the dolphin between two users to 10 users. And then we have the waves above 10 users. And so for every ads, both in my Google Analytics on my post org, I can see each campaign, how many percentage of waves that bring me back, you know. And so today I know my wealth is above like 2K or 3K a year on my product in terms of ACV. So I don't really care about the cac for those people because I know they will make it. And then my sales is happy to have them and then they use the product very well. So optimizing for a lowest cac don't bring always the best result. Take me a bit into churn for you guys. I mean, I would guess churn here is something like 5 to 7% monthly logo churn. What do you consider good churn? So for the self-serve, when people don't talk with my sales team, we are more around 10%. It's like self-serve. When they talk to my sales team, I try to be below 3%. What I talk is monthly churn because yearly churn doesn't make sense in our unit economy because at the end, the biggest churn is month one or month two. You know, the day you start to use the product for two months, you don't churn. At least in my audience, the biggest challenge we have is adoptions at the end. And first, there is how many calls they did on the platform. Every people did more than five calls using my product, never churn. But most of them still struggling to do these five calls. That's a huge takeaway too, guys. Jeremy just articulated it clearly. Most founders can't. If you know your activation metric, then you focus relentlessly on getting the first five calls done. That's the best way, obviously, to tackle churn. So Jeremy, nice takeaway there. Talk to me more about the phone. You said 750 signing up per week. That's 3,000 a month. Just go back to January last month. How many of the 3,000 convert into a paid plan? So we have very high conversions. So today, because it's a free trial, we have above 35% conversion. So when people enter to the funeral, people are putting the credit card and starting the trial. Wow. Why? Because we are cheaper than the competition and the product look nice. I would say. And we are onboarding paying customers. So from the sales led motion, every sales people in the company on board between 60 to 80 company amounts. So it's very high volume play. And then we always have like 200, 300 self-serve people. But that metric is less relevant because we know the churn is higher. So I'm focusing mainly today having one touch point, having a first call on the platform to onboard the user. So we're growing around 32% months over months since now, six months. That's right. And if I convert that to dollars, is that like you're adding something between like 20 and 30 K of a new MRA every month? Yeah, exactly. Yeah. Interesting. They take you an action as well, like 50% of the new of the revenues coming from expansion because land and expand or the times they deploy. So you start with one license and you add three license. It's also like very important part. No, that makes a ton of sense. And so you've obviously been running this for a while. Just give us the start date. When did you write the first line of code for the company? March 24. 2024. OK. And sole founder or multiple founders? Solo founder, I raise a precede of five million alone. And then I build a funding team. I didn't have a co-founder and I didn't want to wait to find the perfect co-founder to build the company. So I raise money and I convinced employees to join and today they are almost associating the project. I'm still the biggest shareholder of the company after raising around 20 million. Can I ask how much you still own? About 50%. Five zero. That's pretty good. Yeah, yeah. OK. OK, that's great. That's great. What was I mean, a lot of people are wondering what the funding and equity markets are like right now. You just closed the 13 million seed in October. I mean, what valuation did you get? What did you see up there? Maybe you talk about in terms of a ratio to your revenue. Are you seeing 10X multiples out there? Are you seeing 50X multiples? What are you seeing? Yeah, yeah, it was above 50X revenue. So what we've seen and why we raise. So when we raise, we were at one million of revenue. IRL. Congrats. That's exciting. So that was the first milestone that we put ourselves that give us a lot of confidence to go to raise. And we have been struggling so much the first 12 months of the company that when we succeed to everything connect, people are like, OK, now we have a stable business and you can grow. There's a lot of folks arguing in the age of AI. One of the most important things is distribution and your ability to capture the attention of your ICP. You've sort of arbitrage that because when you did your round about a year ago, you actually got 30 leaders right in the mobile space coming in and participating in that round. So now they're naturally going to market your company. Walk me through how you've executed that. So when I started the company, you know, you never know if you want to go full time on that idea or not. And so the playbook I find for myself was like, I will pitch that to the best entrepreneurs I know. And if they told me it's a great idea, I would have to move my house on this, you know. And so basically they all did not all, but I talk about 70 people, like 30 of them decided to invest in the company. And we talk about lovable CEO. Oh, we talk about 11 loves. Like we talk about very top minded people in my industry. And so I was a little bit trapped, you know, I was like, OK, I pitch my ID, they trust it. And then you give you a lot of confidence for pitching to investors. So I raise half a million from only friends and family, business and job. But then when I got that, it did like this network effect where all the VCs start to listen about my round. I wanted to be part of it. And I was fully confident because if you convince a business and job, you can convince any other VCs. The most difficult is to convince a business and job that work in the industry because you have so much learning and perceptions about your company. Rather than VCs are just passing deals. Interesting. OK, so with that funding with the team today, 1717 people, how many total customers are you serving today? Around 5000. So 50000, 1000 customer. And how have you gotten a lot of folks have a lot of customers, but they're really bad at getting them to do online reviews. You've got over 1300 reviews. What are you doing to incentivize that behavior? First is to ask a lot. I think people are is like the tips, you know, when you go to a restaurant, more you ask, more tips you get. So I think we always remind them after the sales meeting, after the first on-boarding, after every ticket of support. And then we have all the marketplace. So for example, if you go to a spot marketplace, this is where we try to get more reviews at the moment. So it's why why HubSpot marketplace? Because most of our customers are using a spot because the value proposition of all is all your call are being recorded, transcribed, and there is an area that will update your CRM. So most of them is they use a CRM and they see the benefits. So one of the next focus is to really be number one in the in the spot marketplace. So now we've put all our effort more to that platform for reviews. It's so smart, right? You can piggyback off other people's traffic. If you can dominate the keywords for HubSpot users searching for a dialer like this, you can win, which is maybe less competitive than trying to rank for the number one on G2 for the same search terms. Less expensive as well. Less expensive. Do you pay G2 a lot of money? No, we never try because I believe like the traffic of Google is more qualified than G2. And my AECV, like my competition in G2 are paying so much more than me. So I think I would never rank. Like Wing Central is paying $600 a lead on G2. I cannot compete for that. What are you doing in 10 years? If all your dreams come true here, building this company, what's it look like? What's the website say? Yeah, so today we have one applications. I want 40 of them, you know, and when I look about Atlassian, when I look about Zohou, that's the type of company I want to build because every year I want to focus on another, building another brand, building another product, serving another. I think it's what keep you motivated. Having like a suite of products, you never get tired as a founder or iron engineer. Does it hurt your ability to cross sell the products when you're launching them each on their own domain name? Like they're not all striving traffic to one website. They're separate brands in that way. Yeah, so that was the vision what Atlassian built. For example, every product have their own brand that is stronger than the Atlassian brand because we want to have each product is own distribution. So and then when you have a network of barn, you can play that as SEO proposed to just have a catalog of different up, we want every brand to be stronger. Then the first product need to be very strong. So that way we invest a lot in allow to bring the domain authority very high because it will benefit to those are brands. Interesting. We got to touch on AI here in the last two or three minutes. Is AI a threat to all? I mean, it's opportunity because we built the AI version of our direct competitors. So what I see is today the software was mainly a dashboard. You know, most of the SaaS industry was a dashboard where you pay your employee to just move the information around with a product like alloys like the employee can still use the same dashboard. But then you have AI agents that is moving or doing action on your behalf. So I'm a huge fan of this new product category that is resueled as a service, you know, and I think it's like moving from having a dashboard where you pay an employee to do actions. Now it's like a platform where AI agents are doing action on the side of your employee. Interesting. We'll obviously see what happens. That'll be exciting. I guess wrap up here and just talk to me about, you know, how you're investing the 12 million or 13 million seed that you just closed. You have 17 people on the team. You said you're out of million bucks of ARR today. No, it was a year ago. Ah, OK. What are you, like two or three million now? We will finish at 10 this year. How you're going to finish 2026 at 10 million? Yeah, I hope so. Is that a stretch? Is that a stretch? What are you at today? Yeah, we are around 30% of that today. OK, well, that's pretty. So you think you can triple this year? Why? Why so confident? 50% of the demo convert into paying customers. So I'm winning most of my deals when my sales team is sitting in front. Organic is growing naturally. So you've seen on HREF. So basically the traffic we got last year will be 10x this year. So more of the metric is just if we have more people going up and we increase our price by setting more, increasing the I.C.V. We will match that perspective. How many are on the team doing demos? We have two people, one in Europe and one in the US. So two people are doing on average 13 calls a week? No, each person doing 30, 30. Ah, each person doing 35 per week? Yeah. Oh, wow. OK, and so you're doing 70 calls per week? Yeah, more than I still do on my side around 10 or 15. Yeah, so call it like 80, 90 per week. And you're saying I would be 30, so 30 hundred demo a week. That's more or less where we try to go. And we unload 200 customer amounts. That's more like the I.V.O. It's impressive you figure out a way to make the economics work on that. Because you're converting people to the price point is only like 150 bucks a month, right? When they go into about a 1500 A.C.V. annually. Yeah. Yeah, interesting. Well, this is very cool story. You got to come on a year, give us an update on your second and third product launch. Tell me if you break 10 million bucks of revenue. Jeremy, it's a lot of fun. If people want to follow up with you online, where can they find you? Yes, I can find me on LinkedIn or download my product. I would give them a code with Natan so they can go through Natan landing version and they can use the product for free for a few months. Guys, the AI phone system for modern teams with alo.com left spend desk, which was a unicorn and started building this in 2023. Small friends and family around to give 8% there. 2024 at a 5 million pre-seed caught 70, 17% dilution. Just wrapped up in October of 2025 is $13 million seed round. They traded out above a 15x AR multiple. They broke about a million of ARR again in October. Now today we're recording in February of 2026 around caught 2.5, 3 million bucks of AR. Jeremy's goal triple this year. 10 million bucks of revenue. Again, his first product is alo, but it's part of a holding company, the mobile first company. He hopes to roll out multiple lines of businesses, much like Zoho, much like Udu, much like Atlassian. We'll see what happens. He's serving 5,000 customers today with his team of 17 folks. Jeremy, thanks for taking us to the top. Thanks Natan. You won't believe this CEO's revenue. Click here to watch the next episode right now.
