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An authoring tool that lets the employee who already knows the thing write the course, killing the slow central content department — 1,200 customers at a $360 average and one contract above $100K
1,200 customers · $360/mo average · largest contract ~$105K/yr · ~10% annual churn, 122% net retention
"Creating content in a company is expensive, slow and you can't maintain it." So stop routing it through a central department: hand the authoring tool to the person who already has the knowledge. That one reframe is the entire product, and it sells at $360 a month to 1,200 companies.
Fewer bars = easier, cheaper, or faster for an AI-assisted solo builder. Editorial judgments based on the case details.
Kasper Spiro had been in learning and development for over 25 years when he launched Easygenerator in 2013. He was 58 at the time of this interview and had started companies before; his stated motivation is not money but doing it properly once — a product that adds real value, and a good place to work. The insight is simple enough to state in a sentence. Inside a company, content is created by a central department, which makes it expensive, slow, disconnected from the business, and impossible to maintain. Spiro's argument is that the business should own its own content, so Easygenerator is an authoring tool that lets subject-matter experts write an e-learning course themselves, without the central department being part of the process. It started with courses and was expanding into what the company calls resources — one-pagers, checklists, the small artefacts people actually share. The funding story is unusual. Easygenerator began as a business unit inside an existing company, grew to roughly $250,000 a year in revenue there, and was then spun out after Spiro pitched the vision and the market potential. The parent still owns 100% of the business. Spiro holds no equity at all, only a revenue-sharing arrangement, and the company has never raised venture capital — it is bootstrapped off the parent's original backing and its own cash. By December 2020 it was at a $4.2 million run rate, roughly double the $2.1 million of a year earlier, with 1,200 customers and 70 employees. The goal that year was 75% growth; they raised it to 80% and got close to 90%.
Easygenerator's first customers did not come from a cold start at all — the product launched inside an existing company with an existing L&D business, and the first $250,000 of annual revenue was earned before the spin-out.
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Data credibility: Founder interview with Nathan Latka, recorded December 2020 — every figure describes the business at that moment and says nothing about today. Revenue, customer count, churn, retention and CAC are all self-reported by Kasper Spiro and unaudited; Easygenerator is privately held, so none of it appears in filings. The interviewer pushes hard on the revenue number and the founder checks it live, which is worth something, and the two settle on a dollar-euro discrepancy: Spiro states about €330,000 for the last month, which he and Latka treat as roughly $360,000, and lands the year at $3.96 million while Latka frames the forward run rate as $4.2 million. Both figures appear in this entry and they are not the same measure. The $105,000 top-contract figure is Latka's closing summary; the founder himself said "just under 100,000 in euros" and "over 100 thousand dollars." Churn was given as roughly 10% with the founder initially unsure whether it was monthly or annual before confirming annual.
The first dollar came from a corporate buyer inside the parent company's existing customer relationships, and by the time of the spin-out the tool was carrying roughly $250,000 a year on its own.
The flywheel is expansion revenue, and the numbers show it clearly. Gross churn runs about 10% a year — much lower for enterprise customers, higher for individuals — while expansion adds about 22%, producing net revenue retention of roughly 122%.
Easygenerator's quiet years were the ones spent inside the parent company, building to $250,000 while nobody outside noticed, and Spiro's answer to how you get through that is essentially organisational: he explained the vision and the market potential to the owners, and they backed it and still do.
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