 Thank you. So it's worked, right? Yeah. Yeah. So, intro would be, I thought I had 20 minutes for presentation. I got 12 and a lot of slides, so I will try to just give you as much as possible. So, I'm not going to do much intro. How many people know Hotjar? That's 30%, that's good. And actually, I was looking today, really nice to be in Finland. And it's not a small market for us, but I think we have 10,000 companies in this country who signed up for us. And it actually is the most in a SaaS role. It's the highest LTV in the world, like Finland, Sweden, Norway, UK probably. But it's, yeah, you are the best customers we have without a doubt. So, yeah, so I'm going to talk about, like I said, I had done this before. I grown a few, like at least one company before to the same size and beyond. But with Hotjar, we did it much, much faster. I think the last time we took four years for five years, obviously the thing is we learned from that and then we utilized the same thing again. So, what did we do to do that in that amount of time, which is kind of impressive, or we think at least. So, the biggest thing, the biggest takeaway, I think, we have from this, I have in this company, it's the first time we created something or I was part of creating something that we really wanted. So, we built something, instead of wanting to build something for others and like people might want to have this product, we built something we really wanted for the last 10 years. So, we worked with similar tools, we felt the pain and the CEO, another co-founder said, let's build something that we've been missing on the market for a very, very long time. So, that's kind of, and I think a lot of people will talk about Market Fit in this conference, but it's, people say it, but people don't really get it. So, if you're going to build a company, you have to create something that you want. If you want it, you have probably the advantage of five years of experience versus building something that you think someone else want and then you need to learn from the customers what they want from it. So, it's a quick quote, which I think kind of summarized that. Build something uniquely, build something that people desperately want and it's like, it is a cash price, but it is, that's the way it works, I think. So, yeah, so two and a half years, 10 million, 12 million now probably. And we went through this journey, no, like, we have some funds, it's bootstrapped, but we invested, so it's not, yeah, question what bootstrap means, but we put in actually 100K or 500K in the company and then we have bootstrapped it from there. And I think a lot of companies want to see that hockey stick growth. We wanted to grow it linear so far. Basically, in the back end of growth, you have support, you have operations and we didn't want to grow, but this is as fast as we wanted to grow and we could have done, probably could have done it much faster, but that kind of leads to the, from my lessons in from our previous companies, you kind of put pressure on the company too much and then you kind of have to pay for that later on. Quick, yeah, quick look back at how we see it. So, we have the beta, pre-traction, we have the initial traction, one million, and then for us it was like, how do we get to 10 million? And that's, we don't really focus on revenue, but you have to kind of draw lands in the sand, like, where or what is next thing? And we never thought about five million, we never thought about seven million, it's always like how to get to one, how to get to 10, and the next one would be how to get to 100. So, it's always like these lines kind of makes the difference. So, yeah, as I said, open up all this. So, first nine months was with beta, we basically, basically just basically one thing, position the product. We knew how we wanted to target, build the product, and that was the only thing we focused on. Like, we didn't think about marketing, we didn't think about what we knew would come later, just focused on two simple things. As soon as we exit beta, and the first traction was like one to one million, which took us six months, we basically focused mainly on operations and hiring and scaling up the paid we did from beta. And then we went to the next phase, which we're talking about today, how we got to 10 was basically keep scaling paid, scaling the software, scaling the organization, scaling the infrastructure, more than anything, to kind of keep that pace. So, hot day today is used on 400,000 websites in the world, many of the biggest ones. So, that was a huge challenge to scale up that and hiring. And then as of now, I think actually last week, we started looking at pricing and was like monetization and revenue, which we didn't really care too much about the beginning. So, yeah, I'm going to run out of time here. I see marketing as an engine, so you have five pieces, accession, low friction, efficiency, experience, interaction. So, for us, we wanted to build that engine one piece at a time. So, the first one was kind of beta, creating the wave, creating that first traction, you can say it. And we built a product we knew, we knew the audience. So, we basically started out going after the places we went to to look for problems. We knew those places, so we had to use those really niche areas to find out for customers. And that kind of led us to, this was a beta program for seven months. We got 20,000 sites joining, 18,000 companies, and then all the data around that. And what we felt early on, I'm not going to stick on this too much, but I've been involved in a lot of companies, I invested, I built them. And what we felt with Hotjar was, as soon as we went into beta, we didn't have to push. Like, there was no pushing. It was 90% organic. As soon as we did a campaign, we got one user, and then they gave us another 10. And I think this is really, really important for startups. Like, if you feel the push, like you have to push something uphill, either you pivot or you rebuild, or it's not going to work. That's my experience. If it's a market fit, it is going to be obvious from day one. So, that's kind of led us into proving our point. This is the competition. Like, we saw that took off and became the most brand. So, created demand early, confirmed market fit, position ourselves, knowing that we knew our customers and built that wave that then led into the next phase. Next one would be the other thing, which I think a lot of people get wrong, is people want to build, people have vision. It's a context product. This is what we're going to do in 10 years. And they tend to build that early on. So, they want to build the complete, and everyone speaks about MVPs, and everyone speaks about go-to-market, but we still see in a lot of companies, people building too much, too fast, too early. So, our approach was always make everything simple, make sign-up simple, make pricing a no-rainer. Even though we're now paying for that mistake, we're paying for that now. We had to fix pricing, because we just gave everything away too cheap, and a lot of times for free. And this is like, don't build that complex tool, build a simple one, and then you figure out the rest on the way. And this is all competition from us, all the features in the world, and we decided just don't do any features, just do the bare minimum, and then we'll fix it later on. And then the last part of that is, then you have a lot of customers saying, we want that, we want X, we want Z, we want A, and we always communicated through our public roadmap exactly. This will happen, but it might take a year, it might take two years. So, yeah, so that's like no barriers, simple, transparent, and then you have a lifetime to figure out all the rest. Last part, I'm going to run a little bit of time here, I think now, is once you have these two things, you have the traction, like the wave, and you have simplicity, then we focus on efficiency. So basically, so it's the same thing, like this is our go-to market strategy, like there's nothing outside of this that we did to succeed. So we started with Facebook, because we then we could target people we knew. So in our case, it was like designers, UX people, or developers, and it's very cheap, and it's extremely focused on the market or niches. So that's been running since day one until today. Then early on, we, like the emails I showed before, we mailed a lot of communities, so we work with forums or kind of UX conferences, you name it, and that was super efficient because it was cheap and it was so focused. So we spent the last year doing that, and we're still doing it, but we kind of took it away because it wasn't scalable, but it was the easiest way to go to market. And now, like Google came in, content is coming up, and I know a lot of people start content too early, because if you don't have an audience, content is kind of a bit of a waste. And organic, obviously, we created products that people wanted, so organic came from day one, so every new sign up or every new customer gave us another two, three, or four. And then efficiency, you measure, so we always look, this is one KPI, we have a lot of them, as long as you know what you're looking at, like we knew if we spend $1, we get four back within four months, as long as that was the case, so this is like the own back time versus LTV or KAC, as long as we keep within these things, we can expand as much as we want. If we go outside of them, you need to kind of re-figure or re-optimize, so yeah, that led us to the next growth curve, so the last one ended there, then we kept going after that. So, few channels, we knew really well, efficiency, measured it, and then kept on scaling until, yeah, until the numbers didn't work, and then we redid it. Organic Engine, I think I had a conversation this morning with someone about like, how do you create that viral part of a product, and problem, I think the problem is, it's hard to make it up, like you cannot create something that you, you can't make it up, you have to be something logical behind it. Our product, we had analytics, which is the backend, and we have feedback, which is kind of facing users, so we had luxury, I think everyone has the viral potential, but we had a lecture of, our 30000 sites is showing these polls to the users, and then, so we have the ability to then present them with a hot job brand, not using hot job yet. We built a referral program to get users to get other users, and then to get the free lifetime account, or hoodies, or whatever. We had a lot, a lot of our users are, our consultants, so we supported them a lot, so they probably been hundreds, or yeah, maybe thousands of speeches on these conferences mentioning hot job, not from us, but from our users, or consultants. So yeah, so summarize that, use, everyone has to find their own, like find your leverage for referrals. It's not easy, and we're still struggling, like what's the next phase for us, incentivize it, work with them, give away whatever you can give away, and then obviously create the product that people love, and then they will share it, and they will spread on its own. Last piece, I'm going to run through this pretty quickly, and it ties into internal, external, so we have, obviously, have all the users support, so give them, they are the reason we are here today, so our CEO wrote this, I think, he said, our users are gods, but that's how we see it, like, there's no, there's no business without them, the customer is not always right, but they have to feel that way, and you have to listen to them, and give them what they want, but even internally, like, we are everything we do, we share, so this is even, even here, like, this is our one-page doc of the next three years, what the project we're working on, what's there, our target profitability, everyone in the company, or everyone outside, always have access to financial, so whatever spending, what their salaries, full transparency, because that's how we think you get people engaged, and we are, we actually are a remote company, I don't know how we're on time, you can just continue, but we will take time off the Q&A then, okay, no, so we are remote companies, we are 50 people now in 14 countries, and we spend a lot of resources making that something people want, so twice a year, we fly to remote destination, I think it was Marbella, and then we're going to Chamarillo now in a few weeks, and then another three, four times a year, every team is up, whatever you want to do it in the world, and basically you want to, for us I think it's like you want to create a home for people, and people come and people leave, but a lot, I don't know, we've seen it being done the wrong way in a lot of examples, but treat your team the way you want to treat your customers, so investing experience for users, for employees, for yourself, make it fun, yeah, last, last piece, so like I finally thought, like how we see growth compared to, probably met a lot of investors now, we've been speaking to investors even though we're bootstrapped, and everyone talks like what is competition, what is the market size, and so on, and the way we see it is, so that's hot jar today, if we do a market sizing experiment based on what investors say, we probably have 100 times of potential growth, and the yellow line there is the competition, without knowing the numbers, that's pretty much what it is, we think, I think the word is like open blue ocean, like there's infinite amount of opportunities, and our base in data like how much could we grow, if you've got 10 million websites using hot jar on all their traffic, then that would mean 5,000 times of growth for us at least, which would be Apple, and that's not going to happen, but I think it's really important to think, we're never going to go after a competition do that, or competitor do that, go after the 99% of the market that you're not, like that doesn't use a competitor, like there's the, there's this infinite amount of growth in a lot of areas, not all CRMs or other tools are maybe more saturated, but generally whenever I speak to someone in today's world with SAS just starting out, like a few years ago, there's, you don't have to compete, you can aim for something much, much, much bigger, which makes things fun, and much more low cost as well, so yeah, I think that's kind of as fast as I can do, and then on our blog, if you want to look at that, we've been summarizing story like one, two, or the beta program, we summarized what I showed now in much more detail, everything we did, every single campaign we ran, then we did another one, which was one to one million, and we showed these are all the numbers, there's all the financials, this is how much we invested, this is the campaigns we ran, this is what we did internally, so if you want to get much more kind of into the details or the nitty gritty of this, that's available, so great, thank you so much Johan, so fun of Hodja, give it up ladies and gentlemen, and before we dive into the questions, and we probably only have time for two, maximum three, after this talk, there is no blank spot like in your app, we have Khalif Reza, one of Finland's most famous young entrepreneurs on stage after Johan. All right, so Hodja, better mix panel, yeah, not, we don't do the same things, mix panel is event tracking, we use them, so we are a mix panel customer, we might go there someday, but yeah, it's not the same thing, how does the competition, yeah, how important was the referral program? Early on, I think it kind of was everything, so before you went commercial, we have no budgets, we have limited amount of money, we were burning cash, so spending money, getting a sign up, it was extremely important to get that to deliver more value, so I think the first year, it was probably 50% or more of our growth, or yeah, probably even beyond that, today, two years past, it's not as important anymore, because now when you get to a certain size, you have much more kind of power or muscles to actually pay for the same thing you get out of it, but I think referral program as designed, we worked really well earlier, today it's, we're still living on the fact that people like the product and keep spreading it. How did referral take place? Yeah, a quick one for that would be, if you create a product, they will refer you, no matter what, you can make it easier, you can incentivize them, but if you don't like the product, it's not going to happen, and even without a referral program, if people like it, they're going to spread it, if you can start again, we'll do differently. And I think, thank you Johanna, I think we're running out of time, so let's give you a big hand for Johanna, thank you so much. Thank you. Thank you.