Anton Osika, Co-Founder and CEO @ Lovable: Hitting 85% Day 30 Retention - Better than ChatGPT

Anton Osika, Co-Founder and CEO @ Lovable: Hitting 85% Day 30 Retention - Better than ChatGPT

The Twenty Minute VCMar 5, 202549m

Anton Osika (guest), Harry Stebbings (host)

Lessons from Depict and applying them to building LovableTalent strategy: junior high‑potential hiring, culture, and avoiding early exec bloatFrom GPT Engineer side project to Lovable’s product, launches, and waitlist strategyProduct design: aha moments, prompt-based UI, and reducing complexityFinancing strategy: large pre-seed, dilution mindset shift, and Series A rationaleGrowth metrics, retention, and addressing concerns about “AI sugar” revenueCompetition, model providers, Europe vs. Silicon Valley, and long‑term AI vision

In this episode of The Twenty Minute VC, featuring Anton Osika and Harry Stebbings, Anton Osika, Co-Founder and CEO @ Lovable: Hitting 85% Day 30 Retention - Better than ChatGPT explores lovable’s Explosive AI Growth: 2M ARR Weekly With 85% Retention Anton Osika, co-founder and CEO of Lovable, describes how a side project (GPT Engineer) evolved into Lovable, an AI software-building platform growing over $2M in ARR per week with month‑one retention exceeding ChatGPT’s. He shares lessons from his previous startup Depict, emphasizing extreme focus, junior high‑potential talent, and culture over traditional experience and hierarchy. The conversation covers Lovable’s product evolution, waitlist and feedback strategy, decision to raise large early rounds while minimizing dilution later, and why they’re deliberately staying and scaling in Europe. Osika also addresses critiques about “AI sugar revenue,” competition from mega‑corps and model providers, and his vision of AI enabling solo builders and transforming how software teams and companies are created.

Lovable’s Explosive AI Growth: 2M ARR Weekly With 85% Retention

Anton Osika, co-founder and CEO of Lovable, describes how a side project (GPT Engineer) evolved into Lovable, an AI software-building platform growing over $2M in ARR per week with month‑one retention exceeding ChatGPT’s. He shares lessons from his previous startup Depict, emphasizing extreme focus, junior high‑potential talent, and culture over traditional experience and hierarchy. The conversation covers Lovable’s product evolution, waitlist and feedback strategy, decision to raise large early rounds while minimizing dilution later, and why they’re deliberately staying and scaling in Europe. Osika also addresses critiques about “AI sugar revenue,” competition from mega‑corps and model providers, and his vision of AI enabling solo builders and transforming how software teams and companies are created.

Key Takeaways

Relentless focus beats saying yes to everything as you scale.

At Depict, chasing too many opportunities worked early but became unsustainable as headcount grew; Lovable instead aims to do a few core things “ten times better than anyone else,” avoiding product and organizational sprawl.

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Prioritize high-potential junior talent over conventional experience, but protect them from misaligned exec layers.

Osika prefers ambitious, open‑minded juniors who can grow fast, supported by a few senior coaches; he warns that adding traditional executives too early over strong generalists can slow momentum and damage culture.

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Use waitlists to control onboarding and run deep, targeted user interviews.

Lovable used a waitlist to regulate user flow, then selectively onboarded and interviewed high‑fit users to understand their real business pains and refine both UX and value proposition.

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Design for fast, meaningful aha moments—then teach users how to go deeper.

Lovable’s home experience is an inviting prompt box that yields an instant payoff, but sustained value requires educating users on advanced prompting, debugging, and when to involve engineers, which directly impacts retention.

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Raising more money early can be smart—if you minimize distraction and future regret.

Lovable raised a large pre‑seed (~$8M) before core launch to buy time and focus, but Osika’s stance has shifted to treating dilution as critical and only taking future capital when the use of funds and investor fit are crystal clear.

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Execution and product quality matter more than model ownership or raw spend.

Lovable “wraps” multiple top models (OpenAI, Anthropic, Google) but argues that the defensibility lies in the complex orchestration, UX, and reliability that get users what they ask for nearly 100% of the time—not in the base models themselves.

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Europe can produce category leaders by combining talent arbitrage with global markets.

Osika believes Europe has abundant raw engineering talent and an underdog mentality; by selling into the U. ...

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Notable Quotes

We have month one retention that's better than ChatGPT's month one retention on paying customers.

Anton Osika

What works in the beginning is to say yes to a lot of opportunities… Once you become more people, you have to be much more focused.

Anton Osika

The most important thing is talent and culture, and there's more raw available talent in Europe.

Anton Osika

I think experience can be a negative thing in some cases.

Anton Osika

You don't need to be attached to one foundation model provider. They're all going to be amazing.

Anton Osika

Questions Answered in This Episode

How sustainable is Lovable’s current growth rate, and what indicators would reveal if it’s starting to plateau or normalize?

Anton Osika, co-founder and CEO of Lovable, describes how a side project (GPT Engineer) evolved into Lovable, an AI software-building platform growing over $2M in ARR per week with month‑one retention exceeding ChatGPT’s. ...

Get the full analysis with uListen AI

What specific product or UX changes could most dramatically shorten Lovable’s time to the deepest aha moments for new users?

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How will Lovable adapt its product and go‑to‑market motion when it eventually moves from prosumer builders to full enterprise deployments?

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In a world where foundation models are commoditized, what concrete moats can a company like Lovable build beyond execution speed and brand?

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What cultural practices or processes is Lovable putting in place now to preserve its high‑ownership, high‑care culture as headcount inevitably grows?

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Transcript Preview

Anton Osika

We have month one retention that's better than ChatGPT's month one retention. (upbeat music)

Harry Stebbings

Anton Osajca, he is the co-founder of Lovable.dev. Fastest-growing company in Europe, what a title.

Anton Osika

Growth starts ramping up after we launch. Growing one million ARR per week at some point, and that just keeps accelerating. The most important thing is talent and culture, and there's more raw available talent in Europe.

Harry Stebbings

When a competitor has a lot of money, do you have to raise too? Ready to go? Anton, fastest-growing company in Europe, what a title. But first, thank you so much for joining me today, man.

Anton Osika

Thank you, Harry. It's, it's always fun to talk to you.

Harry Stebbings

Uh, that is very, very kind of you, it's the British accent. But I want to start actually-

Anton Osika

(laughs)

Harry Stebbings

... pre-Lovable, and I spoke to a couple of your investors in your first company, Depict.

Anton Osika

Mm-hmm.

Harry Stebbings

And so I just want to start there. What are your biggest takeaways from Depict that shaped how you think about Lovable?

Anton Osika

We, um, scaled super, super fast at Depict as well. And, uh, and, uh, we did, like moving sup- just very fast, scrappy, we did that, we d- nailed that really well. I think we did really well on this high-potential talent as well, quite junior but high-potential talent. You, you can see that from all the, uh, companies coming out from Depict. The, the, the Depict mafia is, is absolutely real. Um, but what w- I think we did, what works in the beginning is to say yes onto a lot of opportunities, and try out what works. Once you become more people and you have to follow up and maintain, uh, everything that you start, you, you have to be much more focused. So we said yes to too many things at, at Depict, and, uh, we didn't like take this one thing and that we could do ten times better than anyone else. Uh, and then at, as e- the economics, uh, macro-wise turned, uh, worse, we, we didn't continue the scaling, uh, uh, trajectory that we were on initially.

Harry Stebbings

I was just reading an article actually with Paul Buchheit, the founder of Gmail, and he said, "You need three great features in a product, (laughs) and it's really that simple, and make them really, really great." Do you agree with that product simplicity towards feature depth?

Anton Osika

Yeah, I, I think, yeah, just on a produc- product level, you should say no to as many things as possible, and then make it more of like an Apple feeling, the things you do, you do them superb.

Harry Stebbings

Okay, and so we have, hey, don't say, uh, yes to everything. Is there anything else which you did or didn't do that really shaped how you think about the early days of Lovable?

Anton Osika

Mm, no, I think moving fast, um, and I, I would say t- talent's the, the most important thing, and, and culture, how you work together, every day, like how, how people interact and collaborate quickly. Uh, those are the two most important thing for, for almost any company.

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