Odoo S.A.

How Odoo Grew to $650M ARR and 11,000 Customers in 2024

February 22nd, 2025

Founded By

Fabien Pinckaers

Monthly Revenue

$54.2M

Days To Build

730

Founders

Employees

5000 (est.)

Monthly Traffic

6.12M

Profitable

Yes

Days To Build

730

Year Started

2005

Revenue Per Visitor

$8.86

Founded By
Fabien Pinckaers: Monthly Revenue
$54.2M: Days To Build
730: Founders
1

Employees
5000 (est.): Monthly Traffic
6.12M: Profitable
Yes: Days To Build
730

Year Started
2005: Revenue Per Visitor
$8.86

Who is Fabien Pinckaers?

Fabien Pinckaers, the founder and CEO of Odoo, is a Belgian entrepreneur who started his journey in software development at a young age. He founded Odoo in 2005 with the vision of creating an accessible and customizable open-source enterprise resource planning (ERP) solution. Growing up in the Belgian countryside, his education and career path were shaped by a passion for innovation and efficiency, which he brought into Odoo, transforming it into a leading global business software provider.

What problem does Odoo S.A. solve?

Odoo simplifies business management for companies by providing an all-in-one software solution that integrates operations like CRM, accounting, and e-commerce, which are often burdened by using multiple fragmented tools. Many businesses find it frustrating and inefficient to juggle different software for different tasks, leading to a chaotic workflow, increased costs, and potential loss of productivity. By consolidating everything into a single platform that is both robust and affordable, Odoo alleviates these pains, making it an attractive choice for small and medium-sized businesses looking for a seamless and customizable management experience without breaking the bank.

How did Fabien come up with the idea for Odoo S.A.?

The inspiration for Odoo started with a simple but powerful observation by its founder, Fabien Pinckaers. He saw that many existing enterprise resource planning (ERP) systems were too complex and expensive for small and medium-sized businesses. With his background as a software developer, he envisioned creating a user-friendly, customizable platform that would better serve this market.

His thought process was influenced by the desire to make enterprise management accessible and efficient through open-source software. Early on, he dreamed of challenging established giants like SAP by providing a superior, more affordable alternative. To validate his idea, he engaged with the open-source community and sought feedback from potential users, which led to the rapid expansion and evolution of Odoo's features.

One of the main challenges he faced was transitioning from a service-focused company to a product-oriented one. This struggle taught Fabien that focusing on a robust product was more sustainable in the long run. Through trial and error and a commitment to improvement, he refined Odoo into a comprehensive suite of business applications, staying true to his vision of making business management software more accessible.

How did Fabien Pinckaers build the initial version of Odoo S.A.?

Odoo S.A., originally launched as TinyERP and later rebranded to OpenERP before adopting the name Odoo in 2014, embarked on a meticulous development journey to build their all-in-one business management software. Initially, the founder, Fabien Pinckaers, opted for an open-source model, leveraging the contributions of a burgeoning developer community to enhance and expand the platform's functionalities rapidly. The software's first version was built with a broad feature set inclusive of CRM, accounting, and logistics, defying the typical MVP approach by developing a comprehensive suite from the outset, which took about two years to create. This ambitious start was laden with financial constraints, as Pinckaers initially bootstrapped the company, which required balancing service-based revenue with ongoing product development. The necessity to pivot the business model to focus on software rather than services was evident by 2010, after which significant rounds of funding enabled the acceleration of research and development. The entire experience was a test of resilience, marked by financial struggles and a near-bankruptcy, but the innovative open-source model and strategic pivots eventually laid the groundwork for a robust management platform.

What were the initial startup costs for Odoo S.A.?

Series A Funding: In 2010, Odoo raised 3 million euros in their Series A funding led by Sofinnova Partners.
Series B Funding: In 2014, they secured a new round of 10 million USD, involving XAnge, SRIW, Sofinnova, and the management team.
R&D and Sales Investment: They invested 2 million euros from the Series A funding primarily in R&D and sales, burning it over 18 months on salaries to boost these departments.

What was the growth strategy for Odoo S.A. and how did they scale?

Word of Mouth

Odoo heavily relies on word-of-mouth as its primary acquisition channel. Customers who are satisfied with the product recommend it to others, driving a significant portion of Odoo's user growth. This organic growth strategy capitalizes on the strength and quality of the product to convert happy users into advocates who spread the word naturally.

Why it worked: Great products naturally turn users into promoters. Word-of-mouth is effective because consumers trust recommendations from peers more than any marketing message. Odoo's consistent improvement and customer satisfaction lead to this channel becoming a substantial driver of new user acquisition.

Partner Network

Odoo has developed a robust partner network worldwide, which plays a critical role in their growth. By focusing on building strong relationships with partners, who then sell, implement, and support Odoo's products, the company extended its reach far beyond what it could achieve directly.

Why it worked: The partner network helps localize the product, making it more tailored to specific markets. Partners, motivated by commission, actively work to onboard new customers and provide maintenance. This strategy effectively scaled Odoo's operations and service delivery without proportionally scaling costs.

SEO

Odoo has invested in SEO as a means to grow its user base through organic search. By optimizing their website and content for relevant keywords related to business management software, Odoo attracts potential customers actively searching for ERP solutions.

Why it worked: SEO drives targeted traffic to Odoo's site, bringing in potential customers who are already interested in what they offer. By ranking for keywords that cater directly to interested and high-intent users, Odoo secures a cost-effective stream of new leads.

Network of Developers

The open-source model of Odoo has attracted a vast community of developers who contribute to and promote the platform. This developer community not only enhances the product but also spreads awareness and educates others about Odoo.

Why it worked: Engaging a developer community means continuous improvement and innovation for the platform. Developers extend the reach of Odoo by creating modules, customizing solutions, and advocating for the platform, effectively acting as an indirect sales force.

What's the pricing strategy for Odoo S.A.?

Odoo S.A. employs a pay-per-use pricing strategy starting at €20 per user per month, scaling with the number of users and apps utilized, alongside offering a free tier for one app and one user to accommodate different business needs.

What were the biggest lessons learned from building Odoo S.A.?

Focus on Product Excellence: Odoo's dedication to building a comprehensive suite of high-quality applications has positioned it as a leader in the ERP space. Constant innovation and listening to customer needs have been pivotal in maintaining product relevance and competitive edge.
Community-Driven Growth: Leveraging an open-source model, Odoo allowed developers to contribute and extend its platform's capabilities, fostering rapid growth and community engagement. This approach provided flexibility, allowing Odoo to adapt quickly to various market demands.
Strategic Pivots: Transitioning from a services company to a software vendor was a critical move for Odoo. This pivot enabled them to focus more on product R&D, which significantly contributed to their success. It's a testament to staying agile and ready to shift models when necessary.
Simplicity in Business Operations: Despite its growth, Odoo maintains a simple business structure by avoiding unnecessary process complexities like rigid budgets and defined managerial titles. This approach has helped in maintaining agility and fostering a culture of innovation and autonomy within teams.
Resilience and Perseverance: Odoo's journey illustrates the importance of enduring early-stage financial struggles and industry skepticism. Through determined effort and patience, they overcame challenges and achieved significant scalability and profitability, underlining the power of steadfastness in entrepreneurship.

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