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 4 · P 5 · Cm 4 4.55
Q Oh, I see. Interesting. Smart. Okay. So what does the cap table look like today? Did you own a hundred percent at the beginning of the SaaS company?
A Um, I owned about 90% with, with certain partners. And then now we're still with my two, like two found, like I guess co-founders when we decided to go serious about this, we're now sitting still at 75% equity. Everybody else is sitting in a common shares. We have some great investors that came in. Uh, one of our investors is Lester Fernandez, who's the co-founder of pivotal payments, co-founder and CFO of pivotal payments. They went public, uh, about, I think a couple of years ago, maybe a little bit more at a five billion dollar market cap there. They used to be Nuve. Now they're a payments company called pivotal. Uh, he invested into us. He sees, he sees what we're trying to do. And what we're trying to do is we're, we don't have delusions of grandeur. We're not looking to go after square or, or toast or any of that. What we're trying to do is become an ISV that a payment acquirer is going to want to work with.
AI assessment note: “I owned about 90%... we're now sitting still at 75% equity.”
Answered produced feed
D 5 · C 4 · P 4 · Cm 4 4.30
Q am in airports all the time. And I'm, I'm the one that shows up 20 minutes before takeoff and just challenges, just dares them to take off without me. And my favorite restaurants in the airports are the ones where you sit down. I don't have to talk to any humans. I push some buttons on the iPad. I pay and my food comes out. Is that what you're powering?
A Uh, we're power, we're powering that. We're also, we're, we're powering that and that's where it's going towards, but we're, what we're starting to see is that there's a huge niche in a huge segment of limited service restaurant that are simply not being, uh, catered to. They're still being catered to with old, they're not antiquated, but enterprise based solutions, you know, much like NCR or micros. They're not being catered to really fundamentally with cloud-based systems. And what, what it is, is take, for example, any mom and pop Type of pizza chain, right? Anybody who's still using a Casio cash register, they have a franchise across, you know, the United States or Canada, 400 locations, and now they need to go into this digital world, which is today's reality, right? Everything is now changed, especially with the pandemics that's like accelerated everything. But how do you now deal with this plethora of not just lineups out the door, but now you have orders coming in digitally. You have orders coming from third-party integrations, direct integrations, Uber Eats, and Grubhubs, and Postmates.
AI assessment note: “we're powering that and that's where it's going towards”
Answered produced feed
D 5 · C 4 · P 4 · Cm 3 4.15
Q I see. And when you say that you're raised 1.2 on a 7.5 pre, was that the right valuation or do you regret it looking back?
A Um, no, I don't because, uh, time was of the essence, right? We, we had, we could have started to play that game and negotiate and everything, but it was a fair round. It allowed us to do what we needed to do. It allowed us to prove that, um, during that raise, we actually got to positive IVIDDA during COVID. Um, so we proved to ourselves that we can do either of two things. We can either wind down the growth And generate cash, or we could start to raise more and generate value, right? So we're really in a sweet spot, um, in, in what's happening right now. And the most important thing is that most of our sales, most of our client base, we shifted from SMBs because everyone starts with SMBs, right? Individual independent locations. We are now closing more franchises and multi locations than we are SMBs. So on, we have, we're just shy over 12 Sorry, 1200 locations. Less than a third of that are actual customers, right? So it shows that we are really in that sweet spot of multi location management.
AI assessment note: “no, I don't because, uh, time was of the essence, right?”
Answered produced feed
D 4 · C 4 · P 4 · Cm 3 3.85
Q Wait, wait, how's that work? How did you start? 12 years ago, but you were founded five.
A Well, because I used to have my own digital studio and I used to develop a lot of applications and custom applications for different customers and a third party, a third, a third wave coffee shop approached me and said, we want to build a POS. And that was the time when I said, why do you want to build a POS? I said, go get one. And they said, none of them are doing what we need to be doing. And this specific point of sale that they wanted was to say, we want to mimic what Starbucks has done. We want to mimic what, what McDonald's has done, right? McDonald's and Starbucks back then there were full service restaurants and chains. And when these, when these, I mean, I don't know if you remember still, when you walk into a McDonald's, you would have a cash register system. All of a sudden they switched over into their own bespoke POS. They didn't look at full service restaurant technologies. Because those full service restaurant technologies were not answering to their pain points.
AI assessment note: “because I used to have my own digital studio and I used to develop”
