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Didomi

by Raphaël Boukrisvia Nathan Latka Podcast
See all SaaS companies using enterprise direct sales
ARR$50.0M
Growthenterprise direct sales
Pricingsubscription
The Spark

Didomi emerged as a solution to a fundamental problem created by European privacy regulations: enterprises needed a way to manage user consent at scale. As GDPR took effect in 2018 and privacy laws proliferated globally, cookie banners became not just a compliance necessity but a business operation. The insight was that handling consent decisions—billions of them monthly—required specialized infrastructure that could be embedded across the web.

Building the First Version

Raphaël Boukris bootstrapped the initial version with angel funding under €300k, focusing on building an SDK that could be deployed across digital properties. The product achieved remarkable scale quickly: by the time of the first institutional funding round, roughly 2% of global web traffic was running through Didomi's SDK, processing billions of consent decisions monthly.

Finding Customers and Series A

The company raised €5m from Breega in late 2019, validating the market demand. Major customers including Bloomberg, Sky, and Adyen adopted the platform, demonstrating strong product-market fit in the enterprise segment. The business model was straightforward: pricing based on monthly unique visitors, with customers ranging from small publishers to massive media companies.

Scaling and Series B

In summer 2021, Didomi closed a €34m ($40m) Series B led by Elephant and Breega, priced at above a 10x ARR multiple during the height of the growth equity boom. The roadshow was run through Elephant, signaling confidence in the market opportunity. By this point, the company had crossed $10m ARR and was processing billions of consents monthly. The funding round included secondaries, allowing early employees and angels to partially liquidate holdings.

The Pivot and Strategic Acquisitions

Eight months after the Series B, the market collapsed. However, Boukris had never burned through the capital recklessly. In April 2025, Marlin Equity Partners took majority control of the company. Rather than building new products organically, Didomi immediately deployed capital into strategic acquisitions: Addingwell (a few million ARR, profitable enough to pay dividends, with thousands-of-euros ACV) and Sourcepoint (a company that had raised $48m, acquired for its enterprise ACV and US customer base). This consolidation play reflected a mature, disciplined approach to M&A.

Where They Are Now

The combined group now operates at $40-60m ARR across 3,500 customers with fewer than 200 employees. The customer base includes at least one account paying over $1m per year. The company faced emerging challenges: AI agents and bots were breaking the traditional pricing model based on monthly unique visitors, forcing product adaptation. Didomi had evolved from a pure SaaS consent platform to a portfolio company managing multiple brands in the privacy compliance space.

Why It Worked
  • Regulatory enforcement created an immediate, mandatory market rather than a nice-to-have—every major website needed a solution, eliminating customer acquisition friction.
  • The SDK approach enabled massive scale without proportional cost: processing 2% of global web traffic with under 200 employees demonstrates extreme leverage.
  • Strategic M&A during a down market allowed consolidation of fragmented competitors, creating a larger, more defensible platform while others were struggling.
  • Disciplined capital management—refusing to burn through $40m in Series B funding despite market collapse—preserved optionality for strategic moves like the private equity partnership.
  • Multi-product consolidation (Didomi + Addingwell + Sourcepoint) created a unified compliance suite that increases switching costs and customer lifetime value.
How to Replicate
  • 1.Identify regulatory or compliance mandates that create mandatory adoption curves for your category—focus on markets where compliance is non-negotiable rather than optional.
  • 2.Build infrastructure (like SDKs) that can be embedded at massive scale with minimal marginal cost, then price based on usage metrics (monthly unique visitors) to capture value proportional to customer size.
  • 3.Deploy capital conservatively during growth phases: avoid burning cash recklessly so you maintain strategic flexibility when market conditions shift.
  • 4.Scout acquisition targets that have proven unit economics or high ACV even if their go-to-market is weak—acquire for enterprise relationships and proven customers rather than technology alone.
  • 5.Build toward portfolio consolidation: acquire complementary products that expand your TAM and increase customer stickiness through bundling and cross-selling.

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