Owner.com

“Owner.com. Jason introduced me to the company. Jason's an investor. Their bottleneck is implementation. They have a lot of demand. They have a lot of customers that are signing up. And right now it's just taking too long to onboard those folks that are raising…”

“We said no to about 40% of prospects who we 15 days prior would have gladly closed one.”

“Seems crazy to have two BDRs for every AE in an SMB business, but if your BDRs are generating six to 10 to 12 closed-wind deals cold every single month because we figured out the data piece, it's a compelling product, then it's counterintuitive. It might feel …”

“So we originally had a three percent call to connect rate. So a rep making a hundred calls would talk to three prospects. Really tough to make that work from a scale perspective. And now it's hovering around like 14 to 16% DM call to DMC decision maker connect…”

“As you build more and more structure, comp should match sort of the complexity of that role. We've got scripts and playbooks and training and people you can learn from now, and the product is so proven. And so we're finding more efficiency by right-sizing comp…”

“We've reduced calc pretty significantly and we've operated with a one or a sub one burn multiple.”

“Each BDR ranks out like over 80, over 60,000 dollars in close one ARR every single month.”

“You'll have to do a cleanup, but I can, I could produce content at probably like two to four X the speed doing this.”

“We went from Three to six million in that sort of half year. We went six to 16 last year. We've strung together a bunch of 10% month over month growth months. So we're, we've just broken through twenty-one million in ARR in 22 months.”

“Hiring these two leaders on contract. So they were both from in my network. I could do it with a lot of trust and they started doing contract work with us like 10 hours a week and 15 and 20 until the team was big enough. And our ARR run rate was big enough to …”

“We grew two and a half X last year while operating in an LTV CAC of four and a half to one.”

“We've more than doubled per month bookings, like aggregate per month bookings, and the size of the team has basically stayed constant.”

“It's just when we've done a lot with Kyle from owner that, and they've got thousands of small restaurants, phone is zero there. The owner will never, the owner is working. You can text, like they do a lot. They do in person and text, but phones is zero, right?…”

“And so just as much as we have control towers for us as leaders to understand the business, we need to equip our individual contributors, our frontline teams with a similar level of understanding, but framed a little bit differently.”

“What is the top line revenue growth? What's the close one number that that's important, but you can't manage that. I can't manage day to day deals closing. I can only manage the inputs of my team, and that's where I want to spend time.”

“This is how you understand what's happening in your business at any given time at the snap of your fingers. This should be quite easy. You shouldn't need biz ops or data to requests to understand what's happening.”

“So one of the key tools under planning is this, we do it monthly. I write a monthly game plan, which now the functional leaders largely write. And so this is where I take stock of everything that happened in the previous month.”

“We're SMB. We have a four day sales cycle, highly transactional. We sell to mom and pops.”

“And so we can have concepts of a plan in our head and ideas of where things are going to go. But until you write that down, you're just juggling things. And this is, I think where people often go wrong is just a lack of documentation.”

“And we're also having the CR of owner. They just announced yesterday, they raised it a billion dollars. They're at over forty million growing, 10% a month.”

“Most vertical SAS companies had no downturn, so-called downturn. And you know, I w I did, I was with the Sierra of owner this morning. They had no downturn in restaurant SAS.”