WebEngage CEO Avlesh Singh describes his hiring process with female candidates following a difficult reputational crisis.
Insight
Singh: Pivots fail from organizational inertia rather than product challenges
“A pivot is generally perceived as a product pivot. My own learnings in that has been product pivots are very easy. It's like, you know, we are all software builders, right? That's what, that's all we've done for a living, for all our life. You build software o…”
Opinion
Singh: Compelling marketing tech companies can be built focusing on emerging markets
“We think a very compelling company can be built in our category by focusing on emerging markets and the emerging market opportunities unlike what's been traditionally the common wisdom.”
Assertion Not checkable as stated
Evolved customers generate 20% to 25% of their total revenue through WebEngage
“That in, in almost all cases, our customers, they end up making 20 to 25% of their revenue from webinars. In a more evolved state. It takes time for a customer to get there, six to 12 months usually, from the day they go live with WebEngage. But in a more evol…”
Insight
Marketers ascribe more value to user re-engagement than on-site conversion
“Marketing will only put a certain amount of value. They'll ascribe a certain amount of value to the software only if we are able to convert or bring more users back to the website, back to the app, as compared to just being in the business of converting those …”
Assertion Not checkable as stated
Singh: Braze's IPO created the first public benchmark for retention SaaS
“Braze recently went public that that's Practically the first new economy company in our category there again, 10, 12 old vintage company that went public, and now at least people have a benchmark, right, in terms of what these kind of companies will look like,…”
Assertion Not publicly verifiable
WebEngage's revenue dropped from $2.5M to near zero during its 2016 pivot
“Yeah, we almost got to zero. So I, you know, I told you, right, at peak we were about two, two and a half million dollars. And then when we pivoted, we lost one of our biggest customers because they didn't like us pivoting and, you know, shelving the previous …”