Every argument clarity score on this site is built from rows on this page. Each
question and answer was assessed with names hidden, the host's own answers included, on
four things from 1 to 5:
directness (does it answer the question asked), coherence (do the ideas follow),
precision (concrete details and clear references), compression (says a lot per word). The weighted
mix (30/30/25/15) is the exchange score. A person's published score averages their exchange
scores on raw tape only, at least 8 of them, shrunk toward the cohort mean.
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Answered raw tape
D 5 · C 5 · P 5 · Cm 4 4.85
Q the sales reps actually hate doing this. They hate helping for deployment. All they want to do is get the customer onboard and immediately go on to the next deal. So your, does your sales team not hate it? Or what are the learn? How do you get your sales team, especially these days when sales wants to do the least possible, how do you get them to do more?
A Well, I think it's how you set up the incentive structure, right? Um, if you pay your sales rep, uh, commission the day the deal closes and then there's no clawback or none of that stuff, then of course that's what they're gonna do, right? But we've worked really hard to have a incentive structure that, that makes it attractive for sales reps to be invested in the success, right? But we pay well on expansion over time as well. And we, and expansion is a good one too, right? Like we have three, four products now that someone can buy. Payroll is the latest one. We don't actually want you to buy payroll on day one. Like we will actively discourage you. We incentivize our sales reps to keep the deal sizes lower at the time it closes because the chance of success is that much higher. And we know that, hey, once they are successfully activated, now they trust us. They had a great experience. It's so much easier to talk to them about like product two, three, and four.
AI assessment note: “I think it's how you set up the incentive structure, right?”
Answered raw tape
D 5 · C 5 · P 5 · Cm 4 4.85
Q Are there enough Americans, are there enough Americans to do the work for all of, for all of us six-figure knowledge workers? Are there enough people to do the actual work so we can live our remote lives?
A Yeah. I think you hit the nail on the head, right? Like it's not necessarily just a cost of labor, although that is a big issue as well, where those like front desk workers, uh, you know, you think about a spa with 10, 15 providers, they would normally have three, four providers that is before COVID and each of them get paid like 13, 14 bucks an hour. Now that same business has to make it work with like one or two providers. So half of them and those People make 20 to 23 dollars an hour. So cost of labor is up. Supply of labor is down and retention is really low as well. So there's this natural demand for these small businesses to invest more in technology. And I think that's also driving a lot of the growth that you see in vertical SAS right now that.
AI assessment note: “Supply of labor is down and retention is really low as well.”
Answered raw tape
D 5 · C 5 · P 5 · Cm 4 4.85
Q on it on YouTube, but, you know, HubSpot's NRR was like less than 80% up until 25 or thirty million in ARR, right? So you're at one 10 NRR, uh, which from SMBs, right? Which is a gift. So what's the learning? Is it being multi-product? Besides having great software, uh, but a lot of us, what, how did, how did you get to a 110% NRR? What's the learning?
A Yeah, well, it's interesting, right? Because when you think about NRR with most enterprise software, a lot of it comes from seat expansion where you just get more folks to use your tool. Uh, we don't have that, right? Like there's, there's none of that going on. So the expansion can only come from selling them new products that you didn't have before. So you definitely need to make sure that you're investing in like, in a products that people can even buy. Otherwise there is no chance for expansion. Um, so I think that's just the mechanical piece, but the thing that's really important to, um, get that is to have trust and, uh, people forget how, uh, much our customers depend on our software. Like literally it's their operating system. If management doesn't work, these businesses can, can close. There's nothing they can do. They don't know who their clients are. They can't access the medical records. They can't take notes. They can't take payments. Like they might as well close. And so we invest a crazy amount, almost like a bank in making sure that our systems don't go down. And so reliability and quality of product is so important, but once you have it, you get the trust from customers and that is the trust that you need. So that when you show up and say, Hey, guess what? We just launched marketing automation. Let's say you get a really high adoption rate on that one, because …
AI assessment note: “expansion can only come from selling them new products that you didn't have before”
Answered raw tape
D 5 · C 5 · P 4 · Cm 4 4.60
Q so many public SaaS and cloud companies see a decline in NRR of the last eight and 24 months. Do you find that the more products they buy, the higher the NRR is? I mean, I guess mathematically it's the case, so maybe, maybe that's the wrong question, although still the equation. Is your GRR higher? Is your retention higher? Your lower retention the higher, the more products they buy?
A I mean, certainly. Right. Um, you know, you just, as I said, you know, we don't have contracts, so anybody can leave anytime they want. And we even like refund them like mid month, no questions asked. So we intentionally want to make it easy to leave Mangamin because that way we know that the customers that use us and pay us, they really want it and they're really actively using it. And so, uh, what happens is, um, when you set it up that way, you have no choice, but, uh, Help hopefully get them more products. Right. And so if somebody signs up with payroll processing, let's say, and they get 15 workers to connect their bank accounts and fill out the w twos and all of that stuff, I mean, it's a pretty high bar now to switch away and, you know, we're not perfect, right? Like, you know, sometimes we mess up and like, there's something that's annoying in the product and customers will let us know, but because now they would have to switch the marketing tool, the payroll tool, like.
AI assessment note: “I mean, certainly. Right.”
Answered raw tape
D 5 · C 4 · P 4 · Cm 4 4.30
Q That's the right number, five to 10 a week, right?
A But I, I think so because, um, you know, how can you develop intuition, right? Like, you know, you, as a CEO, so much of what you do is like you judge things, you make decisions on like, you know, should we go this way or that way? And if you don't have intuition, if you don't have instinct, right? And you're just not going to have it unless you spend a lot of time talking to folks and being out there. And I do it in person as much as I can as well. Like I I'll travel all over the country and I walk in and I just sit there with them and listen. So I think that's super important. There's no substitute for that. But to your second point about sales, I haven't been talked to any sales prospect of the last, let's say, 1500 customers that we onboarded. Um, so I've been out of this for a couple of years, at least now completely. And I think that's also important, right? Cause when you built like a high velocity sales motion, you gotta, you gotta find the systems to make it scale. And it can't be that, oh, you know, we need someone to help close to steel. Let's bring in the CEO when the deal size is only like, you know, six, seven, eight K ACV.
AI assessment note: “I think so because, um, you know, how can you develop intuition, right?”
Partly raw tape
D 3 · C 4 · P 2 · Cm 3 3.05
Q So you've got, you, you've got a customer that's been on an old platform like MindBody for years. They want to switch, right? Um, and you've got this massive amount of sort of semi-structured data in this system. There's no, there's no IT team. How do you do that? It's, it's nuanced, right? How do you do that? Cause otherwise the hurdle to switching is so high, isn't it?
A I mean, it depends obviously on a lot of things, right? Um, it depends on how much of the data do they even want to bring, right? A lot of times it's an opportunity to say, Hey, you know, let's make some bigger changes in the business as well. But the onboarding process can be as quick as like one day when somebody is like starting fresh, they don't have a lot of stuff or it can take three months. And so there really is no one answer, but you have to get really good at it because, um, switching software is such a big, scary thing for them. If you don't take them by their hand and guide them through that process, it's definitely not going to work. Like you will see a lot of turn in those first three months. Um, so it's very nuanced.
AI assessment note: “it depends on how much of the data do they even want to bring”
