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I want to start with some numbers.

September 4th, 2025:

September 4th, 2026*:

* The numbers (except # employees) might be slightly higher, as we’ll probably (lol, definitely) get a few new customers before Sept. 4th, but I wanted to write this newsletter now, so…

In January, four new colleagues joined Herodesk. One developer, one customer success manager and two sales execs as part of the “Project Growth” that we decided on the Advisory Board to kick off. We saw we were on to something in late 2025, so I invested extra money to turbo-charge our growth, because we believed we had found some kind of product-market fit.

You’ll be the judge of the success of that.

In July, another colleague joined us in marketing.

And then again, on September 1st (on Tuesday, just in time before this chapter closes), two more colleagues are joining. I’ll be announcing both on LinkedIn this week, but I can say now: We’ve managed to bring on some new talent I thought was out of our league.

I mean – we’re already playing the Champions League of SaaS here, but still, these are incredible people joining us. Stay tuned for that one (uhh, cliffhanger!).

Chapter three was also a year when we said both yes and no to a lot of things.

Yes to Project Growth, no to investors.

In January, I agreed to fund Project Growth. To this day, I’ve invested around DKK 3.5 million of my own money (approx. €470k) to get Herodesk off the ground and to where we are now. All the while, I’ve been paying myself a salary (I have a house, wife, kid and life, too…), and the team, of course.

At the same time, I’ve said “Thanks, but no thanks” to four different investors who reached out to explore whether they could invest in Herodesk. I’ve been on the VC/PE train before. It was a great journey, but not one that I’m super keen to do again. I’ve chosen to prioritise our freedom above (super) fast growth (because, let’s be honest, we’re still growing fairly quickly), and I have the opportunity (thanks to my previous VC/PE journey) to fund the journey until we reach cash-flow positive.

Growing a SaaS business with profitability from day 1 is close to impossible. It costs some money to get started. But that’s another story for another day.

Anyway…

The freedom that we get from being 100% self-owned with no external investors or interests includes saying “No” to a lot of things, and building the product we believe is right for our customers long-term, instead of chasing a revenue goal or valuation by a specific date because an external investor (rightfully so!) wants their investment returned x10-x20-whatever.

Based on some of the recent valuations I’ve seen in our industry (some of which are totally nuts), I’m very happy that we’re not under any external pressure to do anything, but have full autonomy to do and decide what we believe is right for our business and customers long term.

Yes to cash flow positive, no to more “Project Growth”s

Speaking of which, chapter four will be the year that we become cashflow positive. Up until now, we’ve spent more money than we’ve earned each month (back to the DKK 3.5M), but starting soon, that’ll flip, and we’ll become “Default Alive”. Something I’m looking very much forward to. Hell, when we do, you can say that “we won the game”, because thanks to the journey we’ve chosen to take, our only real competition is our costs.

When we get to cash flow positive, we’ll stay cash flow positive and aim to invest only in future projects we’ve earned first.

That also means we’re not gonna do more “Project Growth”s. We have the right foundation; now it’s time to execute!

Yes to fully remote, no to having an office

Having been fully remote for three years now, I can easily say that’s one of the best decisions I’ve made. The freedom, flexibility, (lack of) daily commute… Once you try it, it’s hard - if not impossible - to go back. And then there’s the added advantage of being able to hire from a ~400M-person talent pool (everyone +/- three time zones from Denmark) instead of whoever can make it into the local office within a reasonable time. I never would have been able to hire the incredible people we have on the team today if they all had to be within driving distance of an Aarhus-based HQ.

And while we don’t meet physically every day, we talk online every day and meet in person twice per year. We had our April meetup earlier this year, and in October, we’re meeting again for three days on a castle in the middle of Denmark. More about that later. (uhh, another cliffhanger!)

Bo and I have talked a lot about this on our SaaSKøbmænd.dk podcast. Life, problems in life, saying yes or no, and all that. Everybody has problems in their lives. Real luxury is the freedom to choose which ones you’ll have.

Chapter three was also the year we launched our AI Agents and Autopilot.

I’ll just be honest and say, they had a rough start. It’s not that we underestimated the complexity of the task (because, damn, that shit is complex!). We knew what we were going into. But the complexity that follows due to the variety of tasks they must be able to solve autonomously, as everyone basically wants their agent to operate differently, took some time to get right.

I really think we nailed it over the past few months, though, and the numbers back it up. Our AI Agents are solving 1000s of conversations by themselves every day, and generating thousands of € in new revenue for our customers, as they help their customers.

Talk about a win-win. The AI Agents save our customers money by automatically handling much of the support, and they also make them money 24/7 by helping and guiding customers to complete a purchase!

It’s one of the technically most difficult things we’ve done, but also the thing I’m most proud of that we succeeded with last year.

A few other highlights from chapter three:

It’s incredible what a small, dedicated, and highly skilled team can achieve.

Going into Chapter Four, I honestly couldn’t be more excited!

We just announced our upcoming “Got Your Back”-Release: 15 big product updates in one release, all based on the feedback we received from our customers. And it’s already next week!!

I’ll be writing a lot more about this later. This is the product foundation we’ll build our future on.

We will reach cash-flow positive. It requires our MRR to exceed €60k, but we can see how to get there, so it’s “just” a matter of keeping up the push and executing.

We will keep working towards having the best customer service in the industry. A great product is the foundation, but fantastic customer service is what makes the difference. You can count on us for that!

I feel so confident in our team, our product and how we do business.

It’s a marathon, not a sprint…

But we’re running it at Kipchoge-speed 🏃‍♂️‍➡️

Let’s go!

We pre-released two more “Got Your Back” features:

The last pre-release is already next Tuesday. Remember to sign up here: https://herodesk.com/got-your-back-release-2026/

Other than that, most of our time has been focused on the remaining 11 upcoming product updates for Herodesk as part of the upcoming “Got Your Back”-Release on Sept 8th.

I don’t want to spoil it yet, but I can say we have some pretty big and amazing stuff coming very, very soon!

Stay tuned!

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