Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Well, just to be clear, David, I'll say there's a lot of very popular tools that have no ratings because they don't give a nudge. I mean, I'm not, I'm not, I'm not asking, do you bribe? I'm saying, what do you do in the onboarding? Or what do you do to make sure that if they do love the thing, they're going and leaving that review?
A Yes, exactly. One of the things that we've, we've done in the past, I'm not sure if this is actually set up right now, but when people would leave their net promoter score, um, you know, if they were a promoter or gave, you know, even if they were neutral or a promoter, uh, we might say, Hey, you know, if you're really enjoying 1505, consider, you know, going here or there to leave a review. So when they're in the mode of already giving feedback, Asking them then, uh, that has worked in the past. At this point, we're not as, as focused on it because we've had so much, you know, kind of so much feedback. There's not a strong need to continue pushing that necessarily, but we've done those things in the past.
AI assessment note: “when people would leave their net promoter score... consider, you know, going here or there”
Answered produced feed
D 5 · C 4 · P 4 · Cm 3 4.15
Q You're pushing ten million in ARR today. Talk to me about growth a year ago. Where were you at?
A Uh, we've grown, um, we've grown the business probably about 75, 80% across the board. The, the, what we call our mid-market business, the sales business has grown north of a hundred percent year over year. Uh, and, uh, and, and there's no kind of sign of letting up, um, You know, I think there's, you know, like I said, the word of mouth is one of those things. When we started 15 and five, there was no market for what we were doing. Uh, we basically, you know, we thought this was a, some, some way we could add a lot of value to the world. We thought, you know, creating more transparent, open communication and organizations, supporting managers in bringing out the best in their people. That's what, that's the, that's the value we wanted to create. Uh, and, but we were, you know, we're kind of market leaders in that way and that, You know, we were basically pushing this thing and having to get into things like ink magazine and fast company to get the word out fast forward five or six years. And there's now a movement toward this very thing that we do. Um, a lot of key analysts in the space are saying everything's moving toward what we call continuous performance management. So we're really riding that wave of now there's an awful lot of pull from the market as well. And that's what's driving, you know, a good part of our growth growth.
AI assessment note: “we've grown the business probably about 75, 80% across the board”
