Pendo

“Every product has a key set of features that, you know, if people get to those fast, they're more likely to either convert to a paying customer and or stay a happy customer and ultimately renew and generate a ton of lifetime value.”

“I think intercoms focuses more around being a next generation communication platform. Think of our in-app messaging more like campaigns, like let's launch a campaign to do guided tour when you log in. So onboarding, new feature announcements, those sorts of th…”

“Zero year one, zero year two, and then we started making some the next.”

“Our CAC payback is right around 12 months.”

“Average amount customers paying us per month is over 2000 dollars a month.”

“Thirty-one million.”

“We have net negative. Oh, absolutely. Yeah. Yeah. Our net numbers are in the one 40 range. So north of one 30.”

“So we typically land on a single product and we expand when they put us on another product. So take a company like an Infor, you know, we may start with a couple of products, then the product management products will go to their peers and say, Hey, check this …”

“We are working with a little over 200.”

“I mean, churn as a percentage is as a percentage of overall revenue is very, very small under five percent.”

“I think a good example of someone who's using a company people have heard of is Optimizely. Optimizely uses us to one, understand people who are in their trial flow and onboarding flow to help get up and running, start creating experiments. Their team can get …”

“76 people.”

“We still carry a very high net retention rate. North of one 50, so .”

“More than 12. Yeah, I think it is. I mean, it, We should be under 12. But I think a little more than 12 is fine for the stage. Growing in our growth rates, I think it's fine.”

“Well, we're a 163 employees today.”

“So now if you look at our top 20 customers, It's all north of a 100,000 dollars in ARR and above, right? And that's complete change from a year ago this time where we probably had two or three.”

“So we're nearly triple that.”

“Yeah, yeah, we're well over 400 customers. Our average revenue per customer has increased significantly since then as well. We've kind of moved up the market, selling larger deals to larger companies, but yeah, well over 400 customers now.”

“We've raised now forty-five million dollars. No, 56, actually, in total.”

“Our minimum price point now is 18,000 dollars annual.”

“It is under 10% annually now.”

“Well, support and success are part of the broader customer success organization, so that organization is probably two dozen people, and, you know, it's sales is about double that.”

“I see them trying to disrupt the support tools like Zendesk and Freshdesk more so than attacking Pendo. So I think there's plenty of room in the market for Intercom and Pendo to coexist. So I don't actually see them as competitive at all.”

“Yeah, I think the company we see most frequently in deals is a company called WalkMe.”

“168. We have about five in support.”

“But our prices are typically higher. So we typically are the premium product in our space. And it's because we actually have a broader platform.”

“We carry a 98, 99% CSAT. We, you know, we've gone The last seven days, we haven't set a single negative response. So and on multiple seven day periods, we average that. So across weeks, I mean, not a single negative interaction.”

“Pendo allows us to track our customer data like, see who's clicking into what, and that's giving us really key insight right now about, like, who's falling off the map that, you know, lets us be proactive and make calls and it's so detailed that we can look in…”

“We see that a lot of companies invest a lot of money and efforts in creating what's called digital adoption platforms like WalkMe, Pendo, AppCuse, and others. But it also invest a lot of money and effort in creating content like visual content tutorials is goi…”

“Sometimes things have to break and fall over to actually see what you need to fix.”

“We heard about us because an investor, Battery, was here in Austin, and they were meeting with a local company, and the CEO, they asked the CEO Who, who's the interesting company that you use, and that Liz Pinto thing is like pretty good, and it's, they got gr…”

“Announced that we crossed a hundred million dollars in ARR. Last year, we're growing north of 50%, so you can get a sense of where we are.”

“It was a 60 K deal ARR when our largest deal previous was about 1500 dollars ARR.”

“The fact is you've got a lot of layers, and they all want to look good, and they all care about how they're perceived inside the organization, so if there's a presentation to someone high in an organization, you're gonna get three people's filter on what that …”

“We now get over a hundred billion a week, and this is when we had a hundred billion cumulatively. This is probably back in that 20 17 range. We have tens of trillions of events now.”

“It is a fun fact that I interviewed nearly every person at the company up until 500 employees.”

“This morning when I woke up, I read every Every single MPS response we got this morning from the last time I looked, which is last night when I got off the plane and got to the hotel”

“Folks, I still am in the Zendesk queue, and actually, even this morning, I was communicating with my VP of support. We're looking at doing a sprint to burn down our backlog, and I volunteered to go into the tickets and burn down the backlog with our support te…”

“We'll probably end the year just under two hundred million ARR, so and we've gone from basically zero to that in under eight years”

“In the early days of the company, I picked up the phone every single time a customer emailed me. Every time.”

“He's, his, he would love to take it public. He wants to, you know, have another public software company in Raleigh, and he's driving to that point, and the growth is accelerating, and things are great in the business.”

“Last valuation that was public, ah, 2.6, I think.”

“They are now, today, over two hundred million dollars of revenue, so they've more than doubled what this green graph is at, which is really incredible.”

“It was fifty-fifty one quarter, like, and we're like, and before we had won slightly more, now all of a sudden it's fifty-fifty, and we didn't like, I mean, we're super competitive.”

“We had one investor that insisted the CEO needed to own the most. We're actually gonna do 25, 25, 25, 25, and an investor actually caused it to change a little bit.”

“People undervalue product marketing, like in product marketing, messaging, positioning, go to market enablement ends up being like in deals, right? There's a limited number of deals and you want to win all of them, right? And you're not going to win all of the…”

“Combining guidance and analytics is essential, because if you're going to show someone a guide in your product, right, you want to target it to people based upon their behavior. There's no point in showing the guide to everyone, because it, you know, if you do…”

“Our entry point pricing was 99 dollars a month way back in the day.”

“We were getting, like, every dollar we were spending, we were getting 32 dollars a pipeline.”