Close.io

“It's a book we give to every new employee we hire.”

“And I think one of the most important things that, that I teach people and the thing that we've learned to do is to plan for all three scenarios and say, okay, what does success look like and failure, but what is the in between? And what do we do if the first …”

“What we did is we said we have one very unique, strong thing that the product does. If people really care, they'll buy even if it's really insufficient in many other areas. Like we sold sales software that didn't have any reporting in it. And people still boug…”

“Yeah, this is a very common, I think it's a common, a trend for like a pattern to get to a great valuable business idea, which is you're stumbling or identifying a problem that real customers, real people have, and then you build a solution for that because yo…”

“The average per month is probably, you know, in the four or 500 dollars.”

“Well, that is a tragedy still, because why the fuck did we close them in the first place? What did we do wrong in our marketing? What do we do wrong on our sales to never indicate that this should, this is a customer that shouldn't buy our product. We did some…”

“I do remember what the first year revenue was. It was a few 100,000 in revenue.”

“Not even close.”

“It's a very small team. We're less than 20 people and we're driving many, many millions in revenue and are competing with massive organizations.”

“That is for sure.”

“It is less on the ground.”

“The cheapest plan that we have, we're the, if not the most expensive CRM in the space, we're at the premium level in our pricing, so the cheapest plan we have is 65 dollars per user per month.”

“We're running a profitable self-funded business at this point, and Close.io never got a dollar in venture funding in one way or another.”