Gong

“So, so call volume doesn't mean, Gong records the call, so it affects someone recording call doesn't mean that they actually use the product, right? That's what we learned early on. So we check engagement in, in a number of ways. So how many logins and how man…”

“It's anywhere from 10,000, and for larger customers, it could be hundreds of thousands.”

“Actually the 12 company bought a few months ago. So now it's 12 out of 12.”

“Normally it's about you know, anywhere from 800 to a thousand dollars per, per seat per year.”

“We, we're in a millions of dollars of ARR right now within the first year.”

“A price that isn't cheap because if you sell cheap, you aren't really learning anything. So if there were like objections, we wanted to give like a reasonable price. Price is pretty close to what we would ultimately charge. So if people said no, we'd learn wha…”

“One of the things that helped us early on is, is a tool for self-scheduling. When I was still doing some of the sales, instead of like having SDRs, we didn't have any. So we just put like a self-scheduling kind of website and we started getting like lots of de…”

“So right now it's about, if I'm not mistaken, it's about a year and a half.”

“Most of our customers are sales organizations in, in companies with anywhere from 10 to hundreds of salespeople and they use Gong to understand what's going on in the conversation.”

“We, I'll beg to differ here because I don't even, I don't see these companies ever.”

“We have close to 200 customers.”

“20 to 30% of our business comes from referrals.”

“The other things that we did, we said, okay, the price that you're getting today, we're gonna guarantee it forever”

“On average, our accounts grow 50% within the first six months. There's a lot of expansion. So every dollar turns to a dollar and a half within two quarters from purchase. And then we've seen it like pretty consistently.”

“So we have about, out of that, if I'm not mistaken, it's a, the day, the numbers change in a daily basis, but 35 are in R&D and product.”

“Our churn right now is close to zero from the 200 so far. I mean, it is early, but we've, you know, we lost like two or three customers and none of them because they weren't using the product. Either the company had changed or got acquired or something like th…”

“When you grow so quickly, the early customers don't really matter because you're growing like 300 to 400% every year. So like these extra 10% that you're going to get from renewals at existing customers doesn't really move the needle. So you much better off fo…”

“In terms of sorry, revenue churn, we're at -53. Okay, so our accounts grow quickly. A lot of them like triple, double, because they start with sales, they move to customer service, they add more teams, they move to add other units in a company, so there's a lo…”

“So when we plan, we actually plan for worse. So I've planned for losing 20% of the logos and being at maybe like 10% -10% churn. And then we try to beat that goal.”

“No, no, no. We're not we're not going to get to a hundred million. We're not.”

“Sales has like I think about like 20, 15 to 20% annual attrition. But actually that's worked well for us because if I use going at my current company and I'm leaving another odds are we'll get a new lead. So, so that like kind of a grant organic word of mobs i…”

“We have like on the lower end, it could be usually the minimum would be like 15 K for smaller customers. And seven figures on the upper tiers and like all the range in between”

“Yeah, well north of that.”

“So the most recent round is the Sirius D two hundred million. Dollars led by Code Two, Thrive, Salesforce, and Index. This is the fourth round, so the total to date is like 300, almost three hundred and forty million dollars.”

“So our NDR is almost always, like, even these days, moreover, like, a 150%.”

“Our Net Promoter Score is, is seven to two, right?”

“I think it's something to the tune of 60,000 for tens of thousands for sure.”

“It's north of 30.”

“It was close to 2.2 billion dollars.”

“With the larger customers, it's like close to zero. I mean, occasionally you get some, but very little.”

“So we haven't even touched, we're still running on a series B money, right? We raised the series B. We did not start touching The Serious Serious C money we raised in December, and we still have a pretty long way to go with a Serious B, right?”

“We're approaching like 1500, maybe a little less and we're probably, it's mostly direct. So we haven't even started developing my channels and partners.”

“They're not sales people. They want to make sure the customer is making, like, the best possible service. They kind of do have, like, NPS and renewal rate which kind of proxy, but it's a very small portion of their compensation, so they don't try to pressure t…”

“So NDRs are, you know, L to D to CAC is like greater than five.”

“Those cohorts are around, like, 250 and north, right, percent of what they bought, and they're still, like, most of them are, like, are still with us, right?”

“We have like three attributes for content. First, that it's like, it's easy to consume. So not like 13 pages, white papers that nobody wants it to read. Second, it's immediately applicable. It's not some kind of like, you know, bold ideas that you could apply …”

“It was close to 750, so three x.”

“We're definitely a sales tool meaning, you know, that that's the people that we talk to, but I would say we're kind of like a counterbalance to a lot of the craze recently, you know, with the outreach and I think it was Gong announcing yet another, you know, G…”

“Yeah, well north of that.”

“We have, like, on the lower end, it could be, usually, the minimum would be, like, 15 K for store customers, and seven figures on the upper tiers, and, like, all the range in between.”

“It was, I remember that, that interview, but it was less than that right now. It's north of 30.”

“I think it's something to the tune of 60,000 for tens of thousands for sure.”

“Our net promoter score is, is seven to two right now.”

“With the larger customers, it's like close to zero. I mean, occasionally you get some, but fairly low.”

“It was close to 2.2 billion dollars.”

“The CSMs are measured mostly on NPS. They're not sales people. They want to make sure the customer is getting the best possible service. They kind of do have like NPS and renewal rate, which is kind of proxy, but it's a very small A portion of their compensati…”

“No, no, no. We're not we're not going to get to a hundred million pieces here, but we're not far from that.”

“So our NDR is almost always, like, even these days, moreover, like, a 150%.”

“The most recent round is the Series D two hundred million. Dollars led by Code Two, Thrive, Salesforce, and Index. This is the fourth round, so the total to date is like 300, almost three hundred and forty million dollars. The last round was led by Sequoia in …”

“So NDRs are, you know, LTV to CAC is like greater than five.”

“So people got sales has like I think about like 20, 15 to 20% annual attrition. But actually that's worked well for us because if I use going at my current company and I'm leaving another odds are we'll get a new lead.”

“Close to 300, I think three 30. It changes by the day. So yeah, about 330 people.”

“We're approaching like 1500, maybe a little less and we're probably, it's mostly direct. So we haven't even started developing my channels and partners.”

“So we haven't even touched, we're still running on a series B money, right? We raised the series B. We did not start touching The Serious Serious C money we raised in December, and we still have a pretty long way to go with a Serious B, right?”

“Guys, mark my words. RevGenius will sell for a very large number in the next two years. Jared doesn't know it yet, but like Henry at ZoomInfo and like Amit from Gonger, I'm going to compete like hell to take, or Kyle from SalesOff.”

“That is not in our future. No, Alina and I have built this company. We having a blast.”

“What's unique about the stage two capital is that all the people have all the LPs are literally 250 of the sort of biggest go to market leaders in the world. You have literally invested and created this kind of fund that we have access now to people like the p…”

“We're over 200 customers. We've landed companies like Gong Outreach, Klaviyo, G.T. Is just about to sign”

“We did acquire a company last year. We bought a company called note ninja that played in the conversation intelligence space. So competitors of that product would be like chorus and gong. You might be aware of them. So we rolled that into sales loft and that's…”

“The CSMs are measured mostly on NPS. They're not sales people. They want to make sure the customer has the best possible service. They kind of do have like NPS and renewal rate, which is kind of proxy, but it's a very small A portion of their compensation, so …”

“So our NDR is almost always, like, even these days, moreover, like, a 150%.”

“The most recent round is the Sirius D two hundred million. Dollars led by Code Two, Drive, Salesforce, and Index. This is the fourth round, so the total to date is like 300, almost three hundred and forty million dollars.”

“LTV to CAC is like greater than five.”

“Right now it's north of 30.”

“We're approaching like 1500, maybe a little less and we're probably, it's mostly direct.”

“We have like three attributes for content. First, that it's like, it's easy to consume. So not like 13 pages, white papers that nobody wants it to read. Second, it's immediately applicable. It's not some kind of like, you know, bold ideas that you could apply …”

“No, no, no. We're not we're not going to get to a hundred million. We're not.”

“Our net promoter score is, is seven to two right now.”

“It was close to 2.2 billion dollars.”

“With the larger customers, it's like close to zero. I mean, occasionally you get some, but there are no, these are like very stable and it's a little higher on the SMB, like the small businesses.”

“It was close to 750.”

“So our history, I mean, we started selling, like, in the year of about, like, three years of history. Those cohorts are around, like, 250 and north, right? Percent of what they bought, and they're still, like, most of them are, like, are still with us, right?”

“I think it's something to the tune of 60,000 for tens of thousands for sure.”

“And seven figures on the upper tiers and like all the range in between, like, and again, this is like happening pretty fast.”

“So we haven't even touched, we're still running on a series B money, right? We raised the series B. We did not start touching The Serious Serious C money we raised in December, and we still have a pretty long way to go with a Serious B, right?”

“I mean, just come bring me on board for three years and let me run the product.”

“Gong is like finding the black box after the plane's already gone down, tells you what went wrong, tells you what happened, but it does nothing to actually kind of stop losing the opportunity.”

“I think, yeah, like conversational intelligence software, we just passed gong in our rankings for that keyword.”

“We started using Gong actually back when they had like a football player on their website, on their homepage. I think where we were one of the first handful of users of Gong like seven years ago.”

“And gone, cost you know, hundred to 140 bucks, so.”

“What we're saying is the most essential tool is overlooked, is, is the, if I don't have the right contact information to reach my likely buyer, None of the tech stack matters.”