3.5 years of R&D VS the last 30 days of cash flow: How did we carve out a path to $3.5 million ARR with a $0 marketing budget during the AI winter?

3.5 Years of R&D vs. Last 30 Days of Funding: How Did We Achieve $3.5 Million ARR with a $0 Marketing Budget During the AI Winter?#

Tony Beltramelli, Founder of Uizard

Company: Uizard
Founder: Tony Beltramelli
Monthly Revenue: $292,000

Hello everyone, I am Tony.

Tony Beltramelli created the world's first AI product design tool Uizard. At that time, ChatGPT was still in its infancy, and Tony's product had no market because the concept of AI had not yet become widespread. Later, he leveraged the content that was already ranking well in search engines and rode the wave of AI development.

In 2024, when the company's ARR reached $3.5 million, Uizard was successfully acquired. Now, let's hear Tony share his success story.

The World's First AI Product Design Tool#

My entrepreneurial journey began with an endless passion for AI and machine learning.

My love for computer science stemmed from my interest in product design. During my graduate studies at the IT University of Copenhagen and ETH Zurich, I was deeply fascinated by how AI and machine learning could empower creativity and solve complex engineering problems.

I co-founded Uizard and served as CEO until the company was acquired.
Uizard is an AI-driven product design tool that simplifies the prototyping and wireframing process for teams. It helps users easily design mobile apps, web apps, websites, and desktop software interfaces.

From founding the company in 2018 to officially launching the product in 2021, we released the world's first AI-driven product design tool—long before the current wave of generative AI became familiar to everyone.

Ultimately, Uizard had over 3 million users and an ARR of approximately $3.5 million. At the core of our product, our goal was to democratize design, enabling non-professional designers (such as entrepreneurs, product managers, and developers) to easily achieve rapid iterations and turn ideas into reality.

Today, I serve as the head of AI products at Miro, leading a team to design and develop AI solutions that enhance user collaboration and innovation efficiency. Miro now has over 80 million users and is on its way to reaching $1 billion in revenue.

Uizard Homepage

Open Source Viral Spread#

The idea for Uizard came from my experience as a front-end developer—my first job between my undergraduate and graduate studies. I was shocked by the traditional design-to-development handoff process, which had seen almost no improvement since the 1990s.

A few years ago, after completing my master's degree, I worked as a data scientist while researching AI in my spare time. I attempted to apply machine learning and computer vision techniques to automate front-end development, hoping to reduce friction and accelerate the iteration speed of product teams. This was in 2017, before large-scale language models (LLMs) or generative AI emerged; everything was still experimental and research-oriented, filled with chaos and exploration.

One weekend in 2017, one of my projects suddenly made a breakthrough: I could input screenshots of UI designs into an AI model, and the model would generate the corresponding HTML code. I was incredibly excited, so I wrote a research paper describing the algorithm, recorded a demo video, and open-sourced everything along with the code on GitHub.

This project, named pix2code, quickly went viral, and many people reached out to me, asking if they could use it in work scenarios. At that moment, I realized that perhaps I could productize this research and create a true SaaS solution.

I had saved enough for six months of living expenses, so I quit my job and fully committed to product development, inviting three smart partners I knew to join as co-founders and began pitching to venture capitalists. Just in the sixth month—my last month where I could still pay rent—we finally completed a Pre-Seed funding round led by Evan Nisselson of LDV Capital.

Building AI Before It Was Cool#

Building Uizard was a passionate and persistent journey, taking 3.5 years from concept to official launch (from early 2018 to mid-2021). We developed a user-facing SaaS product that included a real-time collaboration canvas and proprietary AI models for generating UI designs, wireframes, prototypes, and code. From proof of concept to a truly billable product, we went through countless iterations, user feedback, and technical adjustments to ensure that the technology matched actual needs.

Due to the significant investment in R&D, we quickly realized that we had to rely on venture capital to secure sufficient funding, thereby extending the product development cycle and hiring a talented team. Ultimately, we completed three funding rounds, raising a total of $18.6 million, with the latest round being a Series A led by Insight Partners. Before Miro acquired us in 2024, we were preparing for a Series B funding round.

The funding allowed us to make substantial investments in infrastructure, cloud-based GPU training models, and hiring top talent. Our first two employees were a product designer and a computer vision engineer, as in the early days, the four co-founders had to juggle AI engineering, SaaS development, product, infrastructure, accounting, operations, and marketing.

Finding the Right AI Tech Stack#

Although our tech stack evolved over time, some key technologies remained unchanged.

Front-end and Back-end: We used a Javascript/Typescript tech stack, with React for the front-end and Node.js for the back-end.
AI Development: We used Python for infrastructure building, model training, and deployment, utilizing frameworks like TensorFlow, Keras, and PyTorch.
Cloud Services: The entire platform was built on AWS.

When OpenAI released the GPT model, our platform capabilities were greatly enhanced. We began integrating our proprietary AI models with OpenAI's LLMs and eventually even brought in Anthropic Claude. The introduction of LLMs and generative AI allowed us to string together proprietary models into more complex pipelines, elevating product performance from "good" to "excellent" within weeks.

Building with HTML DOM#

One key challenge that many might not expect is that the infinite canvas in the Uizard collaborative editor is built purely using HTML DOM, not WebGL or HTML canvas! Yes, you read that right; our entire infinite canvas is made up of HTML elements.

During development, we realized that only by providing users with a canvas where they could freely edit AI-generated content could they manually or with AI further iterate on it.

At this critical juncture, we faced two choices:

Build the infinite canvas using HTML canvas and WebGL like products such as Miro and Figma. While this approach performed excellently, it would require developing a lot of software to support drawing, editing, and manipulating UI elements, which could dramatically increase engineering complexity and time.
Directly "draw" elements in HTML and insert them into the DOM. Considering that we were serving the design market for mobile apps, web apps, websites, and desktop software, and that HTML DOM natively supports UI components like "buttons," "checkboxes," "radio buttons," and "input fields," this approach allowed us to leverage built-in browser capabilities to quickly implement editing, manipulation, and interaction features.

We chose the second option because time is precious for a startup. This approach allowed us to iterate on the product at the fastest speed and optimize based on user feedback. Although some performance issues arose when users built hundreds of UIs in a single project, this solution was sufficient to meet 98% of user needs.

We did our best to optimize React's performance, planning to switch to WebGL after Series B, but ultimately this solution was adequate to support product development before being acquired by Miro in 2024.

Building User Trust in AI#

Establishing user trust in AI is a significant challenge. Especially in 2021, many users were skeptical of AI tools (before the widespread adoption of ChatGPT). To overcome this barrier, it was crucial to educate users about the capabilities and limitations of the technology.

Another major issue was that we introduced pricing too late, delaying critical product-market validation milestones.

Looking back, I believe we should have involved users early in the development process and focused more on distribution and promotion during product development, rather than just on technology and the product itself. The mindset of "if we build a good product, people will come" is not viable. True success lies in combining an excellent product with an efficient distribution strategy (such as content marketing and viral growth).

Growth Journey#

Word of Mouth#

Our growth primarily relied on word of mouth, with 95% of new users coming from spontaneous recommendations and community sharing. Early on, demonstration videos showcasing Uizard's AI capabilities quickly went viral, attracting the first batch of users.

Due to the product's outstanding visual effects (AI-generated UI designs), many early users and customers recorded their experiences and shared them on social media, further contributing to viral growth.

SEO Optimization#

With the emergence of AI products like ChatGPT, the demand for AI tools surged. We invested heavily in content marketing early on, optimizing for long-tail keywords in SEO, which allowed our AI-related content to rank well on Google. When OpenAI launched ChatGPT and the world began to focus on AI solutions, we already had a ready-to-use, well-ranked product, which created a significant tailwind effect. In several months of 2023, our monthly revenue even increased by $1 million.

Waitlists#

We frequently leveraged pre-launch waitlists as a growth lever.

The approach was simple: a few months before launching a product or new feature, we would create promotional videos and set up a landing page inviting users to sign up for the waitlist to gain priority access when the feature went live.

Once users registered, we informed them of their ranking in the queue and provided a mechanism to invite others to register to improve their ranking. This simple gamification design helped us grow the waitlist for Uizard 1.0 from zero to 100,000 users in just a few months.

The same method played a significant role when we launched Autodesigner—the most advanced AI design engine—where over 10,000 users registered for the waitlist every other day.

During 2023 and 2024, we added 100,000 new registered users each month, sometimes exceeding 240,000 in a single month.

Product-Driven Sales#

Uizard adopted a Freemium model, with paid tiers offering more advanced features and higher usage limits. We continuously adjusted pricing based on user feedback and competitive analysis, optimizing revenue while remaining friendly to small teams and startups. Regarding pricing strategy, we also referenced and documented some tips.

In addition to the self-service business model, we launched a product-driven sales strategy in early 2023. We identified active users from large enterprises in the self-service model and proactively contacted them to explore whether we could deploy Uizard for their entire team, enhancing their feature usage limits and providing the latest AI upgrades.

This approach helped us successfully sign contracts with several Fortune 500 companies. Although early enterprise sales accounted for only 2% of revenue, self-service sales now account for 98% of revenue.

Focusing on Distribution Strategy#

From the beginning, focus on product distribution. Simply building a good product is not enough—you also need a strategy to get users to access and use the product quickly. Initially, focus on a narrow and precise target market and validate your ideas with real users.

Additionally, don't be afraid to set pricing too early; pricing is a key validation metric that can guide product development. Paying users typically provide higher quality feedback.

Moreover, the book Hacking Growth (by Sean Ellis and Morgan Brown) had a profound impact on us. But note, don't rush to invest too many resources in growth until you've confirmed early product-market fit.

What’s Next?#

Returning to being an employee has been much more enjoyable than I expected! I am fortunate to work in an organization that gives me enough trust and independence.

I look forward to continuing to drive the integration of cutting-edge AI technology with user-friendly applications at Miro, making advanced tools more accessible to the public and helping users quickly turn their ideas into reality. Today, we have over 80 million users and are on track to reach $1 billion in revenue.

Must-Read for Solo Founders#

First-Mover Advantage and Market Education:
- Tony's early attempts in the AI field (like pix2code) demonstrate that being a first mover sometimes requires educating the market to help users understand and accept new technologies.
- For entrepreneurs, daring to launch products when the market is not yet mature may face additional challenges but can also seize opportunities.
The Power of Open Source and Viral Spread:
- Open-sourcing research not only garners widespread attention but also accumulates a valuable user base and technical reputation for future productization.
- This open spirit is somewhat counterintuitive, as many believe that commercial products must keep core technologies confidential.
Pragmatism in Technology Choices:
- In the early development phase, choosing the technology that allows for the fastest iteration and validation of the product (like directly using HTML DOM to build the infinite canvas) is more important than pursuing optimal performance.
- For resource-limited startup teams, "good enough" often holds more practical value than "perfect."
Balancing Product and Distribution:
- Simply having a "good product" does not guarantee success; early on, attention should be paid to user acquisition and distribution strategies, such as leveraging waitlists, SEO, and word of mouth.
- This perspective breaks the traditional thinking of "build the product first, then think about the market."
The Importance of Early Pricing:
- Launching a pricing strategy early not only validates market demand but also attracts users who are genuinely willing to pay for the product, leading to higher quality feedback.
- Delaying pricing may prevent the product from receiving critical market validation signals in a timely manner.
The Role of Capital and Team Building:
- In situations of significant R&D investment and slow iteration, effectively utilizing external funding can buy valuable time for product development while supporting the hiring of key talent.
- While having versatile team members is crucial in the early stages of a startup, timely team expansion and the introduction of specialists are key to maintaining competitiveness as the product matures.

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