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 produced feed
D 5 · C 5 · P 5 · Cm 5 5.00
Q How did you take those customers? Are they the same customers paying more or did you fire those customers and just bring on more mid market enterprise accounts?
A So those customers are still there. And so they are still significantly, uh, keeping the average down, I'll say. Um, but since we last, since we last talked, uh, currently we've got a 155, uh, companies. Um, we're at about 650 in annual reoccurring revenue. Um, we purchased one of our competitors, safety tech, Um, rolled them in, in June and, um, did a, about a 180 degree pivot in our product and went from a very rigid, uh, system to now that was very designed for those smaller companies. That's why the contract value was so low to now we're, you know, uh, putting out proposals and, and, uh, and signing contracts that are anywhere from, you know, 20 to 60,000 a year.
AI assessment note: “those customers are still there. And so they are still significantly, uh, keeping the average down”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q money, right? So you, you're doing, you're doing about 18,000 bucks a month in revenue exactly one year ago, now up to 54,000. So this is significant growth. Tell me about this acquisition. I mean, most of my listeners right now who are under a million in AR, they're going, wait, you can acquire a competitor with under a million bucks in revenue. You did it. How'd you do it?
A Well, it's an awesome story. Actually, this is the power of your network, okay? I walked into, um, Dan Martell's SaaS Academy, and I sat down at my table in October of last year, and I did my perfect intro, and, um, the lady across the table stood up and said, hey, you need to call Ryan Queering with Safety Tech. They're selling, he's selling the company, and I think it would be a great fit for you. I followed up with her a week later and said, Hey, can you get me the introduction? And had a couple meetings with Ryan and it just was a perfect fit for us. Um, they had, they had experience where we needed it. Their product was developed where we, we wanted to go in certain spots and it was just, it was just a match made in heaven. And, and the funny thing is everyone's like, well, how, how did you swing it from a cash standpoint? Because we were bootstrapped Nathan the whole time. We just, Uh, did a share deal with them. And so there was no cash involved. So you can do anything if you want it.
AI assessment note: “We just, Uh, did a share deal with them. And so there was no cash”
Answered produced feed
D 5 · C 4 · P 4 · Cm 3 4.15
Q Now they had more revenue than you did. How did you get away with giving them just 40%? Didn't they ask for like 60, 70? And they'd say, David, we have more revenue than you. We have, we deserve more of the company.
A They could have said that, but I think that, again, this comes down to the opportunity for them was to come in to a really strong team, um, and they saw the potential, and Well, they, they knew what product we have, and so there was a lot of, there was a lot of incentive for them to join because of that, and so it just, it made sense. There was, there's, there was a strong co-founder, um, aspect of it that, that Ryan was going to be able to have that support. Um, we had the product that, our product was, Quite a bit more comprehensive than theirs. And so, so there was that side and, and they just saw, I mean, everyone all the way through their shareholders saw that there was so much more upside to joining the company that the valuation of, of, you know, a 400,000 or.
AI assessment note: “the opportunity for them was to come in to a really strong team”
Answered produced feed
D 4 · C 4 · P 4 · Cm 4 4.00
Q Wow. Okay. Got it. So you have, your biggest customer makes up almost 10% of your total revenue. So this is a pattern that you've built technology that does have an enterprise motion. You just now need to get more of the 55,000 dollar your customers. How are you doing that?
A So we have, it's been really interesting to see because there was like a lull, a COVID lull, where companies were really, I think they were just kind of worried about, ah, taking on new technology. And so what we've seen here in the last probably six months is A significant shift in those companies that are, we'll say contract value anywhere between 20 and 40,000 a year. Um, they, they pretty much make up about 80% of our pipeline now. And so it's been really, really amazing to see. I mean, we've, we've had to go from a demo close process to now it's full, uh, discovery demo proposal, uh, And we're selling into a very, well, we're selling enterprise process or, or flow really. And so we're seeing that in the contract value. So that's, that's where we're seeing the shift and, and we're, we're really, um, seeing a big pickup there in that, in that, uh, vertical.
AI assessment note: “we've had to go from a demo close process to now it's full”
