Bootstrapping to $5M ARR: How Kukun Scales SaaS for Banks and Fintechs

How do you grow a nearly $5M ARR SaaS with just 2 sales reps, while staying bootstrapped and capital efficient? Raf Howery is the founder and CEO of Kukun, a B2B property data platform powering white-labeled tools for banks, fintechs, and insurers. After quitting a $1M/year consulting role, he built Kukun to serve ~25 enterprise clients, each paying $10K–$50K/month. The team now processes ~500,000 property addresses monthly across a growing suite of data-driven products. What makes this business especially compelling is the dual monetization model: a B2C experience that acts as a PLG wedge, and a B2B monetization layer through usage-based pricing for banks and lenders. Kukun's go-to-market evolved from realtor hand-to-hand distribution to landing multi-product deals with top financial institutions. You'll learn: —How Raf uses white-label distribution to monetize banks and fintechs —Why bundling multiple products improves ACV and deal velocity —How product-led growth drives enterprise adoption through homeowners —What pricing bands based on address volume look like in practice —How to build an enterprise SaaS with just 2 quota-carrying reps —Why realtors were the original GTM channel, and how they unlocked enterprise —How Raf kept control by raising only $7M in pre-2022 convertible notes —Why usage is tied to seasonality, and how Kukun hedges that risk —The real CAC math behind serving 20–25 enterprise accounts —How PLG and founder-led sales work together in regulated markets —Why current mortgage dynamics are boosting home improvement software —How Raf positioned Kukun as the "post-transaction" engagement layer for banks Before founding Kukun, Raf spent over a decade in management consulting, advising Fortune 500 clients at Capgemini. He walked away from a $1M/year role to build a capital-efficient SaaS company, investing $1M of his own money and raising only private capital. For the first several years, he focused entirely on product and data before scaling sales. If you're a SaaS founder thinking about bootstrapping, pricing usage-based products, or selling into regulated industries—this is a masterclass in control, distribution, and enterprise monetization. Watch this episode on YouTube: https://www.youtube.com/watch?v=sm22u4w_-pk Connect with Raf: https://mykukun.com/ Connect with Nathan: https://founderpath.com/

• 0:00Speaker 00

  Pretty cushy job you quit.

• 0:01Speaker 01

  Yes, correct. It was a difficult choice to make, but for me, I never looked back and I never regret it.

• 0:07Speaker 00

  What revenue or what salary you gave up to go all in on the startup?

• 0:10Speaker 01

  Close to a million dollars a year, lots on other parts.

• 0:13Speaker 00

  If you have 20 paying customers, right, paying $20,000 per month, that would put your monthly recurring revenue around 400,000 per month. Is that a fair calculation?

• 0:21Speaker 01

  Yes, correct.

• 0:22Speaker 00

  How much time do you need? Is it at 2026, 2027? And when do you think you can break 5 million of ARR?

• 0:27Speaker 01

  I think we're poised to do that next year.

• 0:29Speaker 00

  If somebody's listening to this podcast and comes to you today and offers you $10 million all cash to buy 100% of the business, do you sell?

• 0:38Speaker 00

  All right, folks. My guest today is Raph Howery. He's the CEO and founder of Cocoon, founded back in 2014 after a career at Kepp Gemini. He's now scaling in the space of, we're just going to call it property data as we dive in. So Raph, are you ready to take it to the top?

• 0:52Speaker 01

  Yes, I am.

• 0:54Speaker 00

  All right. So tell us what you do in like one or two sentences. The homepage says the PICO score, get credit for upgrades. What does this mean?

• 1:01Speaker 01

  Well, we are about in sort of improving the value of every single home. It is the largest single investment that most of us make. And what we do is we help everyone maintain it, figure out how to increase its value, how to optimize its value. And then we help those businesses that want to serve those consumers, helping that customer doing that. So think of a wealth manager, think of a bank, think of an insurance company that wants you to invest in your home, can maintain it, improve its value. That's what we do. We build the data, the analytics and the software to enable that.

• 1:34Speaker 00

  Okay. So like if I just put in, if I put in like a random address, man, so yeah, let's just do Austin, Texas here. What's happening on the, okay, so why doesn't you, so is this all, are you only in certain states?

• 1:46Speaker 01

  No, we are national, but sometimes certain properties, if they're either new constructions or maybe there is no public data available, we can do that. Maybe try a different address. I can give you a different address if you like.

• 2:01Speaker 00

  Well, let's just look at one of these, right? So Elder Millard, Port Ritchie, Florida. So price 285. So I guess just to be clear before we jump in deeper here, you have For homeowners and for businesses, are you, how is your revenue made up? Are homeowners paying you or are banks paying you?

• 2:15Speaker 01

  It's mostly business, so banks, insurance companies, brokerages. What we do on the homeowner's side is we help homeowners, but we also use that to enhance the user experience, to understand better what people want, and that allows us to enhance the software for our enterprise customer. But most of our revenue is in the enterprise space as a setup.

• 2:37Speaker 00

  So to be clear, a company like a bank or a mortgage broker, right, is wanting to work with a homeowner. If PNC Banks wants to do more mortgages, they will then, you will sell directly to them and then they will help get Cocoon used by the homeowners they're looking to do loans to.

• 2:53Speaker 01

  Exactly, yes. We like label the software, they insert it on their webpages or on their app, and then they enhance it with other things they have. So it becomes like it's their own experience, but it's really, most of it or part of it is white labeled by us.

• 3:09Speaker 00

  I see. Okay, so how many B2B customers, those white label customers, are you serving today? Are we talking five big enterprises or 5,000?

• 3:17Speaker 01

  No, it's not in the 5,000. It's definitely not in the five either. We are in the bat, the 20 to 25.

• 3:23Speaker 00

  Okay, so pretty high touch then, sales cycle, if there's 20 to 25?

• 3:27Speaker 01

  Yes, I would say that.

• 3:29Speaker 00

  Okay, and which of these sort of use cases are the, are the biggest? Are there 20 realtors or is it more mortgage brokers or banks or real estate investors? Which one's the biggest use case?

• 3:38Speaker 01

  I would say banks and lenders are the biggest use case because there's a very clear ROI driven from generating more loans when you use this service. So there's a direct correlation between increasing loan apps and what they, what those applications that we offer. Other businesses see a different stuff. For example, if you think of an insurance company, they're mostly to maintain the assets, make sure that there's no risk. And yeah, maybe they partner with a lender and generate more business. So it's a very different ROI and a very different use case. But the banks are, are the core of it. Followed then, of course, by the real estate industry.

• 4:20Speaker 00

  Okay. And so for a hypothetical bank that's using you, let's just stick to that for a second. How do you price? You don't have pricing on your website. You have a contact form. So is it a one-off negotiation each time? How do you structure this?

• 4:31Speaker 01

  So because it's a, it's a suite of products, we basically depends on how many of the products they want to white label. So the price shows with that. But basically think of it as the number of addresses that they want to engage with within a band per month. So let's just say a bank says, I want to hit this kind of volume. I want to engage a hundred thousand customers, a million customers a month with price it by those bands. And then as they increase, they go to the next band.

• 5:02Speaker 00

  Okay. Is that fairly, I mean, if I asked you for the average number of customers per month that a bank wants to, you know, use you on, is a hundred thousand the right number there or is it smaller?

• 5:11Speaker 01

  A, a single bank, I would say, I mean, I can't share numbers just obviously because of the contract terms.

• 5:18Speaker 00

  Well, no, I said I'm not asking you to share your actual, I'm saying on average.

• 5:22Speaker 01

  Yeah, I would say you're looking, it depends on the bank and the size of the bank. So that's very hard. A large bank will see probably hundreds of thousands. It depends also on their marketing, where they put it. If they put it within a, a signed in experience, that's a lower number, but a much higher engagement. If you put it on the public side, that may be a higher number, but then it becomes a function of how well they do the marketing and the closing. After that, so there's an engagement with, you know, integration with Salesforce, Adobe Audience Manager. So it, what we've seen is that every bank is different and every bank, some banks are better at certain things while others are better at other things. So it's really not a very specific formula.

• 6:07Speaker 01

  But yes, well, let's just say a large bank or let's say a regional bank will see hundreds of thousands.

• 6:14Speaker 00

  Okay. Uh, okay. I guess maybe a better way to ask this might just be across your whole system. How many of these are you processing on a monthly basis?

• 6:22Speaker 01

  That's a very good question. I think because it's a suite of products, if I have to aggregate all of those, I'm going to say per month, but I'll talk about a year or per month. I'm gonna have to guess around maybe somewhere between 400,000 to 500,000.

• 6:41Speaker 01

  Between the big and small clients?

• 6:43Speaker 00

  Yeah, yeah. So 400,000 across 20 banks, right? To get to the average, the average bank on your platform is doing something like 20,000 per month.

• 6:50Speaker 01

  No, it's five banks. The rest are other. So we sell to the fintechs, we sell to the proptech, we sell to insurance companies, to the brokerages, so any business. And so I, I would not say that 20 is all banks.

• 7:03Speaker 00

  Sorry. What I'm, Rob, what I'm trying to get to is just your usage metric. This is more complicated than what I was trying to get to. Let me just put it differently. Your average customer, whether it's a bank or somebody else, your average business customer is processing about 20,000 applications or uses of your platform per month. Is that a fair statement?

• 7:19Speaker 01

  That's a fair statement.

• 7:20Speaker 00

  Okay. And it's across a bunch of different product suites, depending on what their use case is.

• 7:24Speaker 01

  That's correct.

• 7:25Speaker 00

  Okay, got it. For that hypothetical average customer at 20,000, right, a month? Generally, what will you price for that? Is that a thousand dollar a month contract? A million dollar a month contract, something different?

• 7:35Speaker 01

  No, no, it's a, it just ranges between, it depends on the bells and whistles, but it ranges between 10,000 a month to about, let's say, 50,000 a month.

• 7:44Speaker 00

  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. Okay. And how do you, how do you decide what pricing axes to price against? Because again, you have use, you have a bunch of different products, more than 10 that I see listed on the site in terms of the things they can get from you. And then you can price each of those differently. Plus, you can price for product upsells.

• 8:28Speaker 00

  How do you decide? I mean, it feels like a very complex pricing structure.

• 8:31Speaker 01

  No, actually, it's a pretty standard. Think about it this way. I have a band that's say a zero to a hundred thousand address. Think of that as your basics and then you have a product. A product maps to those. So each product has a price. And then when you bundle multiple products, you get a discount. So let's say the price for their cost estimator, the renovation cost estimator, which is one of our most popular products. It can range between five to twenty five thousand based on also like there's certain, for example, banks require a lot of infra sec services. So that changes the price structure. But let's say it's ten thousand a month, very simplistically. If you add two more products, each one of them is going to, let's say, five thousand, five thousand.

• 9:13Speaker 01

  And then you get a discount on the twenty thousand that we've just added up. So it's really a very simple matrix. It's pretty straightforward. It's by bands of addresses, by product. And then, uh, once you have that price, you add them all up and you apply the discounts.

• 9:27Speaker 00

  Yeah. Well, I mean, so I mean, we can kind of reverse engineer, right? If you have twenty paying customers, right, paying twenty thousand dollars per month, that would put your monthly recurring revenue around four hundred thousand per month. Is that a fair calculation?

• 9:39Speaker 01

  With some caveats.

• 9:40Speaker 00

  Okay, what would it?

• 9:41Speaker 01

  I'm right now in the middle of something. I cannot share too much about that, if that's okay with you. But I would say the caveat is, um, often it's, uh, it cycles between volumes between summer and, and winter. And also between what the, the bank or let's say the fintech wants to do. So I would say that that is, even though it's relatively consistent, it does fluctuate a little bit.

• 10:05Speaker 00

  Okay, so maybe you're lower than that today, but do you think there's a path over the next year or two to breaking four hundred thousand dollars per month in revenue?

• 10:11Speaker 01

  Yes, very clear. Right now, we're seeing it actually, uh, very clearly in the pipeline. And also there's a trend right now in the industry where I think a lot of the large institutions are focusing a lot more on retaining that customer post-transaction. As you probably know, when you give somebody a mortgage, you're only gonna interact with them when you send them the invoice. And right now, there's a whole sort of a more focus on trying to stay close to that customer that that you capture the next transaction and you capture more share of wallet, more HELOCs, more car loans. And that's not going to happen by dropping them after the transaction. So this is where we, the value proposition that's becoming more of the business case that most of the industry is looking at today.

• 10:55Speaker 00

  And you mentioned you're in the middle of something. Are you exiting the company or raising right now? Are you bootstrapped? Give me more of the backstory there.

• 11:02Speaker 01

  No, we are mostly bootstrapped. So we have only taken private money. That's been the case, including some of mine. And we lived within our means most of the time. We are, we try to be always near profitable, meaning that we try to stay profitable, but we reinvest. We don't try to be very profitable. So that's just, but we can switch to that. We are in the middle of two transactions that may change the way that looks. And so I, that's what I, I need to be careful not sharing more than that. I'm not, we're not exiting right now. Let's just say that we're not exiting. We may be raising, but right now it's sort of like being evaluated. I just put it this way.

• 11:43Speaker 00

  Fair enough. When you say you're mostly bootstrapped today, you've put in your own money, plus some, you said, quote, private money. How much total money have you, plus other private investors, put in the business life to date?

• 11:53Speaker 01

  If you exclude me, about seven million.

• 11:55Speaker 00

  Okay. Well, I mean, your money is the most important money, right? You're putting your money where your mouth is. It's your baby. Are you comfortable sharing how much you've put in? And was it, are you swinging for the fences? Is like, you're 100% your life savings and pass to work? Or is like a drop in the bucket for you?

• 12:07Speaker 01

  Let's say we, I put in a little north of a million dollar in, into that business. It's not a drop in the pocket, but it's also not gonna kill me if it, but it's something that I really preserve very carefully. And I've built a very careful strategic plan to build what I wanted to do, to build, and that I knew would take some time to get there. And that's why we stay them with my own money and private money, so that we can control that growth. Right now, we're at a very different stage. Right now, we, we got what we wanted. We built what we wanted. So going into a large transaction will, will be in a, in a better position. Basically, we're at the point

• 12:49Speaker 01

  where we can explode sales and we are seeing it right now with a very small sales team. So we want to grow that.

• 12:55Speaker 00

  What's the team today? All in?

• 12:57Speaker 01

  About 55 people.

• 12:58Speaker 00

  55. Okay. And how many are sales with a quota, quota carrying reps?

• 13:02Speaker 01

  Uh, just two.

• 13:03Speaker 00

  Two. Okay. Interesting. What are the rest? How many engineers?

• 13:06Speaker 01

  Mostly engineers and data engineers. I would say 40 to 42.

• 13:12Speaker 01

  There are some, of course, then there's all the rest of the management and then you have a bit of marketing.

• 13:19Speaker 00

  Okay. How do you get this business to a more efficient spot, right? Cause you said it earlier, you're under $400,000 a month in revenue, which means you're under about a four million run rate with 55 people. That's very low revenue per employee. It's like 70 grand of revenue per employee. That's not generally seen as an efficient operation.

• 13:36Speaker 01

  Yeah, that's because we have not really put a lot of energy into sales. We've only put energy in sales in the last year because as I said, we wanted to build and control and build that motor around it. Now this is where the transactions are going is to build the sales function. Today, I can tell you that our sales funnel is extremely healthy with just two sales guys. So what we're seeing is that we're gonna change that again. That's part of why we invested more in engineering all along. And now it's time to invest in sales and marketing. We do a little bit, but that's where that's gonna change. And that was by design. It looks that way. I'll also say that the cost per employee is very different. We are a, you have a large team, uh, sort of overseas where the rate is very different.

• 14:21Speaker 01

  I would say 85% of the company is between India and Colombia.

• 14:26Speaker 00

  Okay, so 40 are between India and Colombia.

• 14:29Speaker 01

  Yeah.

• 14:29Speaker 00

  Okay, so I mean, that helps a little bit with burn, but, but still, if you're under 400,000, right? With, yeah, I mean, right, if you're, if you're, if you're under 4 million of revenue with 7 million from private investors, a million from you, that's 8 million. And today you're at 72K of revenue per employee. I mean, do you have enough cash in the bank to continue exiting your plan? Or do you have to go raise money today to extend runway?

• 14:51Speaker 01

  No, we can still definitely live within the cash that we have, uh, but it will not allow us to explode, right? This is where we will need to raise money to, to go big and big and far. So, uh, and that was again by design where we tried, because again, part of the business is to collect all the data and refine the data to get to a point to build a user experience that works for everybody. And that was time consuming. And, uh, so this is, we are past that point and now we're just gonna invest all of our energy in sales and marketing.

• 15:24Speaker 00

  How many months of runway do you currently have left?

• 15:26Speaker 01

  Uh, we have about a year at least.

• 15:28Speaker 00

  Okay. And does that make you, every founder's different? Are you comfortable with that? Does it make you nervous?

• 15:32Speaker 01

  I'm never comfortable. I'm always nervous. What makes me feel better is that the pipeline is the healthiest I've ever seen. So we are, we're in a good position to end Q1 on a really positive note, looking at it today. So I think that's what gets me less nervous, but of course I'll always be nervous. No founder is ever gonna, I mean, I'm not nervous unless they're.

• 15:54Speaker 00

  Fair enough. Okay, let's go back real quick. We've got about four or five more minutes left here. I want to get the, the launch story. So you launched in 2014, obviously zero revenue there. It looks like you quit a pretty good, I mean, you were at Capgemini for many years. It's a pretty cushy job you quit, huh?

• 16:07Speaker 01

  Yes, correct. That's correct. It was a choice. It was, it was a big choice, a difficult choice to make, but for me, I never look back and I never regret it.

• 16:19Speaker 00

  I want others in your same shoes. They're listening around a comfy corporate job. They're looking for motivation here to quit and do their own thing. I want you to inspire them a bit if you're comfortable. Can you share what revenue or what salary you gave up to go all in on the startup?

• 16:32Speaker 01

  Let's say in close to a million dollar a year. And let's say lots of other perks. I was in management consulting. My client list was some of the most powerful people in the world. I was an advisor to a lot of key folks in the, in the market. There's a lot of perks, a lot of, they just say ego involved. Let's put it this way, but I gave up all of that because one of the things I wanted to do is to build something that I can finish in the world of management consulting. You build for others and you move on. So that is one of the things. And yeah, there's another reason for this. I was on a plane very often and I think I was missing my kids.

• 17:16Speaker 01

  I, my kids were growing up without me, so I needed to stay. And of course, when you're a global leader, the only people that want to hire you are the people who want to put you in another global role. So I really kind of, that was another, you know, I would say motivation, or should we say influence? Or maybe I was pushed into that direction. So there's a little bit of, you know, not, it's not only.

• 17:40Speaker 00

  That makes sense, Rob. How old are you today and how many kids do you have?

• 17:44Speaker 01

  I am 16 and have two.

• 17:45Speaker 00

  Okay, yeah, makes sense. And you can see here, again, you put in your time. I mean, this is well over a decade at Kepgem and I. So yeah, quite the history here. Okay, so you bet on yourself in 2014. You get going. Do you remember your first million dollar revenue year?

• 17:58Speaker 01

  Yeah, I think it, hold on, 2018, I would say.

• 18:04Speaker 00

  There's people listening going, well, I want to be like Roth and go from zero to a million dollars in my first three and a half, four years. You know, that bank didn't just call you because out of randomness, you did things to create your luck. What did you do those first three years?

• 18:17Speaker 01

  Well, first of all, I think I solved a problem that no one has solved before. And I think that's an important thing. You're actually creating a solution for a problem that people have either thought it can't be solved or never bothered to notice it.

• 18:33Speaker 00

  So for our focus on distribution, because there's a lot of founders that have world-class products and they never take off because no one knows about it. So focus on distribution.

• 18:40Speaker 01

  Yeah, I think the distribution was to actually want, like in the beginning, there was not a whole lot because I said we were building. The idea was I worked, when I built the first tools, my first clients, I distributed to realtors and I distributed it for free. So I would go literally from one brokerage to another and I will pitch one by one. It was a small use case, but that was, for me, was validation more than an actual revenue. So for me, that's where it started. And then from there, realtors tend to have a lot of, let's just say, they use a lot of word of mouth. So that has helped. We incentivized them to do that. And from there, it got over to other, other clients.

• 19:21Speaker 01

  The other thing that I think this was really important for distribution that I think nobody has figured out yet, and this is what we've done. You see a B2C experience. You're going through it right now on the screen with me.

• 19:32Speaker 00

  Yep.

• 19:32Speaker 01

  That is my best marketing tool. Because when when companies look for solutions, they are going to see an enterprise ad or they're going to see a very business page, but they have to call you to find out here they're playing with it as they're themselves as actual users. And they're basically kind of that's when they reach out to me. So one of the best things that we've done in terms of distribution, in terms of marketing, is to make the customer as an individual use our tools. Every time I pitch anything, I say, you have a home, go play with it. And that actually made a big difference.

• 20:10Speaker 00

  This is a distribution airline was was you hustling, giving away for free. And then it was product led growth, individual agents using it. And if an individual agent, if five people at Keller Williams start using it, then eventually the C two at Keller Williams says, I gotta buy a company license.

• 20:24Speaker 01

  That's correct. That's how it started.

• 20:25Speaker 00

  Very cool. Very cool. Okay, so that was going forward to to twenty eighteen when you broke a million of revenue. You know, it sounds like you're flirting with around four million today. How much time do you need? Is it at twenty twenty six, twenty twenty seven? And when do you think you can break five million of ARR?

• 20:41Speaker 01

  I think we're poised to do that next year, very early, actually. Looking at the pipeline right now, we should be in good shape. But again, you don't know what the market does. We are sensitive a little bit to mortgage rates. Things look are looking really positive in the last, I would say, twelve month that we've seen this.

• 20:58Speaker 00

  This point, people are buying less houses because mortgage rates are still in the six to sort of eight percent range. How do you hedge that? What other products do you offer that are not directly correlated to mortgage rate?

• 21:07Speaker 01

  Actually, this is where it actually helped because we focus on investing your own home. And because people don't want to sell their home because they have a great mortgage rate, we're seeing a lot more people saying, I'm staying and I'm building and I'm improving.

• 21:21Speaker 00

  These these products, remodel costs, maintenance, etc.

• 21:24Speaker 01

  That's correct. And so we've seen a lot more, let's face it, the the market is short about five million. So there are fewer homes on the market. People are not buying because everybody's still betting that they want to go back to that three percent mortgage rate, which probably never going to happen in our lifetime. And so a lot of folks is. I'm not going to give up my 3% mortgage. I am just going to invest in it and maybe borrow against it and buy something new. And that played really well for our use case.

• 21:54Speaker 00

  Yep, yep, makes a ton of sense. Okay. Are there any other growth channels besides product led growth that you're using today? That are working really well for you that you want to teach our audience?

• 22:03Speaker 01

  The personal reach out has been my best. I think I personally been involved in the sales cycle has really helped a lot. The second thing is you need to become a consultant in your distribution story. So you need to constantly explain the ROI. You can't just sell a product like it's a skew. So it's a slightly different sales cycle, but it's really easy once you master it.

• 22:24Speaker 00

  And Raph, as we look into the future and where you're going, obviously you've raised some capital here. How much of the company do you still own personally today or the team like not investors?

• 22:33Speaker 01

  Over 50%, definitely over 50%.

• 22:36Speaker 00

  Okay, so you've been able to raise and also sort of manage dilution. Are you comfortable sharing the last value, the last priced valuation of the business? What year that was?

• 22:44Speaker 01

  We never did a price valuation. We did convertible notes. So beyond that, I have not really pulled any money in the last four years, three years.

• 22:53Speaker 00

  Okay, okay. So all this 7 million of convertible notes were all raised before 2022?

• 22:57Speaker 01

  That's correct. We decided to live within our means when we saw the market. As you recall, about two years ago, the venture capital space was quite tough. So we decided we are on, you know, kind of a decision to stay in control and not to need money. That that helped, that really hurt us a little bit in terms of growth. But at the same time, it allowed us to control the game a little bit. And now we're seeing that pay off.

• 23:24Speaker 00

  Raph, if somebody's listening to this podcast and comes to you today and offers you $10 million all cash to buy 100% of the business, do you sell?

• 23:32Speaker 01

  No.

• 23:32Speaker 00

  That was quick.

• 23:33Speaker 01

  Well, you gave me the exact number, so it's easy to give a quick answer.

• 23:37Speaker 00

  What's the number?

• 23:38Speaker 01

  I'm not going to talk about that, I know.

• 23:41Speaker 00

  Fair enough, Raj. Well, hey, this has been a lot of fun. If people want to learn more about you and the business online, where can they follow you?

• 23:47Speaker 01

  So I'm on LinkedIn. That's the best way to get ahold of me. I am on, basically, that's pretty much the only social media platform that I'm engaged with on a regular basis. Of course, you can always go to our company, mykukun.com, M Y K U K U N dot com. And actually, if you say, "Contact us," I see every form that comes. That's just making something a decision I made long ago that I, at the end of the day, I look at every contact that's given and I, and I actually don't always handle them, but I make sure that if I need to step in. So if you send us any contact, I be sure that I will know about it.

• 24:26Speaker 00

  Guys, there you have it. Mykukun.com was launched in 2014 after Raph quit a consulting gig where he was making over a million dollars per year. He bet on himself and broke a million dollars of revenue in his first three and a half, four years. He went on to raise about seven million dollars in addition to putting a million dollars himself into the business. That was all before 2022, mainly on convertible notes. They continued to scale by empowering real estate agents early on to use tools they built for homeowners. Eventually, that product-led growth led to word of mouth, where they sold directly B2B, directly to the brokerages, and now to banks, and now to fintechs that want to use their tools for things like lead gen, or helping the homeowners that they might lend money to.

• 25:07Speaker 00

  Today, they've got 20 businesses or enterprises paying them. They're a little under $400,000 a month in revenue, and they're getting a lot of consumption. On average, their B2B customers are processing 20,000 addresses, that's home addresses, per month through all of their different product suites. There are 55 people on the team with a little headcount arbitrage. About 40 of those folks are in India and Colombia, as Raph continues to scale the business. Raph, thank you so much for taking us to the top.

• 25:33Speaker 01

  Thank you, Nathan, for the opportunity. Appreciate it.

• 25:36Speaker 00

  You won't believe this CEO's revenue. Click here to watch the next episode right now.