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 4 4.85
Q What do you mean by that? Partner with folks to get the upside?
A Sure. So, um, when the, the 25,000 or so per month kind of covers the cost, the integration, the support, but what we're really doing is we're helping our customers grow revenue. And so most of our contracts have a revenue share model to them. So, um, as we build products together and we, we, uh, we staff to help them take it to market, provide support. So it's very much a channel model, almost like, uh, uh, uh, we think of ourselves as a little bit like an Intel inside for MarTech. So we're powering some of the capabilities of the MarTech stacks, but then we partner with them to really sell it and turn it into real revenue.
AI assessment note: “most of our contracts have a revenue share model to them.”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q What event do you get your most bang for your buck at when you sponsor?
A Sure. So there's, uh, there's a handful of, there's, uh, we just went to a consumer electronics show, CES, in Vegas, and that was a huge ROI. And again, not because we sponsored some big booth. We, we were very stealthy about it. We rented a suite at the Aria. We invited specific partners to that suite, and we just had, you know, face conversations, face-to-face conversations. And so there's such a high concentration of our prospects at the meeting. It was very efficient. And the other thing you get is serendipitous meetings, right? So you're at a cocktail party, you run into an old buddy or a friend of a friend, and it's a way to prospect in a way that's a little more, I would say, um, a gorilla, as opposed to, could we spend 50 thousand dollars and get on stage for a talk that, you know, maybe a hundred people attend? Sure you can, right? They're happy to take the money, but that's not the approach that we've taken. So CES is a great one in that regard for our industry.
AI assessment note: “we just went to a consumer electronics show, CES, in Vegas, and that was a huge ROI.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q So they, now, was the cap table at that point, they owned some percentage as the company, and then you and maybe your other co-founder owned the other chunk?
A Yeah, that's right. So as part of the, um, as part of the, the corporate structure, uh, there was the parent company, and then there was two kind of incorporations under that parent umbrella company. So the cap tables were completely separated. A lot of work was done on the legal side, to be clear, to make sure the IP has been separated. That's one of the big issues you're going to get into, right? Especially for technology and data company. How, how is the IP co-mingled? So we did a lot of things to make sure that those are separated from Both physically as well as legally, uh, and documented well so that when it came time to do the spin out, um, you know, it was an easier transaction, but that's because really smart people had done things for the last three years to kind of get us ready for that event.
AI assessment note: “Yeah, that's right. So as part of the, um, as part of the, the corporate structure”
Answered produced feed
D 4 · C 5 · P 5 · Cm 4 4.55
Q You mentioned a board. How much have you raised?
A So, uh, interesting story. So TrueSignal was actually incubated inside of another company called eBureau. Um, so I was an employee of eBureau. We started out with two employees. It was more of a skunk works kind of bootstrapping, if you will. So the, it was, the company was funded by the parent company for a number of years. eBureau was just sold to TransUnion, uh, in a, in a public transaction back in October. So as part of that transaction, we had a couple of choices. We could either, you know, potentially be acquired with the parent company or spin out. And so the board, uh, saw a lot of big upside potential. So we raised a five million round and spun it off as a separate independent company back in October of, uh, 2017.
AI assessment note: “we raised a five million round and spun it off”
Answered produced feed
D 5 · C 5 · P 4 · Cm 3 4.45
Q Is it clear to you looking at this past election, why everyone got it wrong when you understand, start understanding where they capture their data from?
A Interesting. Um, so I'm more reflecting on some of the analytics, right? And so my read on how people misread it was really a function of the way that people got data and feedback and survey is a little bit antiquated, right? The, the nature of this, uh, the way that you conduct surveys, my sense is that's a little bit out of step with reality, right? So unless you're doing a really good job of balancing the population, people using mobile phones, people responding to emails, people responding to, you know, to tweets, right? It's really difficult to get a representative sample of the U.S. population. So that's, that's my kind of analytics take on it, is it's the survey methodology is not caught up with the reality of the way people communicate with each other, right?
AI assessment note: “it's the survey methodology is not caught up with the reality”
Answered produced feed
D 4 · C 5 · P 4 · Cm 4 4.30
Q What do you look at when you look at burn rate? Do you do that as a, you know, a multiple of cash in bank and try and keep that in a range or how do you do that?
A Sure. So, um, we, you know, built some forecasting models. We have enough of an operating history that we understand kind of AP and AR flows, right? So as, you know, revenue flows in, as cash payments flow out, um, we have a pretty good, uh, understanding of the rhythms in our business now when people pay. Um, so that's one thing we, we, we keep an eye on. The other thing we keep an eye on and, you know, we like to do is prepays, right? So from a cash perspective, um, we have a number of clients that are happy to prepay us again, taking a page from the SAS playbook. So if you can get a major brand to pay a prepaid couple 100,000 dollars up for, it's always a good thing from a cash perspective. And then, you know, just really mindful on return on investment, right? So one of our bigger expenses is, um, related to marketing costs, right? So getting in front of people, Attending the event. So we always do some pretty detailed ROI analysis just for bang for the buck, right? I'm not a big fan.
AI assessment note: “we built some forecasting models. We have enough of an operating history that we understand”
