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 Yeah. Very good stuff. Tell me more about customer acquisition. So how are you acquiring customers?
A So we do a lot of marketing. Next week's a big event, Dreamforce. We'll go to Dreamforce. We host a booth. We host executive suites. We'll probably come out of Dreamforce having spoken with 20, 30,000 different people. I mean, it's a massive event. That's an example of a trade show that we go to, and we do many trade shows in different ecosystems, Microsoft, SAP, etc. Um, the other thing we do is we do, we host webinars. So we will Uh, host probably 60 webinars in a year to invite our database of 200,000 people to, uh, come and hear different topics on how we help with their digital transformations, connectivity, API management, et cetera. Um, so it's a lot of outbound marketing, and the majority of our sales folks are taking inbound calls. We don't do a lot of outbound selling activity other than our sales development reps We'll, um, we'll do some of that, but most of it is driven by both marketing and partnerships.
AI assessment note: “we do many trade shows in different ecosystems... we host webinars... driven by both marketing”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Yep. Okay. Makes good sense. Now give us some of the backstory here. So when was the company launched and then what year did you come in?
A Uh, the company was launched in mid, uh, I guess it was 2005, um, and mostly building the product. Started as open source and had built the product and spent most of the early four years, uh, building the technology. Uh, when I came in in 20 11, uh, they had had a few customers, but it was really time to build the channel, the marketing, uh, organization, uh, the go-to-market activity, service organization, so we had to basically build the company From scratch at that point, but with the product that was in place, and then we did re-architect the product for the cloud. We saw that the cloud was taking off, and, um, we re-architected it at that time, moving from open source to cloud.
AI assessment note: “the company was launched in mid, uh, I guess it was 2005”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q And so take me, and now that we understand kind of the team size, the capital, obviously behind the business, the kinds of customers you're serving, get me in your head. Well, how does it, for founders listening right now, they're trying to replace themselves and bring in a guy, right? Like George, how do they convince you to join their team?
A Yeah, that's a great question, uh, because there were three things that took place when they called me. Ori Sasan and Sharm Sasan, four brothers, terrific entrepreneurs, have started 20 companies. Um, when they were 30, they started Scopus, took it public, and sold it to Siebel Systems, and built many companies since then. There were three things that I looked at. One was the market. Two key companies had just got bought, and that was Dell Bumi, or Bumi, who got bought by Dell, and Cast Iron, who got bought by IBM. So I knew the top, you know, guys had just been taken out. I knew the investors, which is very key. They trusted me. I trusted them and I knew the market and I saw a great opportunity and a, and a big vacuum that could be taken advantage of. So I jumped in, you know, it was a small company, call it a fixer upper at the time. And it was just time to scale. And it was, it was a great opportunity as a first time CEO.
AI assessment note: “There were three things that I looked at. One was the market.”
Answered produced feed
D 4 · C 4 · P 3 · Cm 3 3.60
Q And how do you, how do you, how do you build confidence? You know, lifetime value is always kind of put your finger in the wind and see what happens. How do you build confidence in your LTV to get comfortable spending two years of revenue on acquisition?
A Yeah. So, um, first of all, uh, uh, you know, we have a very deep engagement with the customers. In fact, I spent the last three weeks out, out visiting both clients and, uh, and prospects. Um, we have a deep customer success program that engages, you know, onboarding to frequent calls. So we have a very close relationship, which leads to, you know, a productive, uh, Um, churn and net retention. Um, so we know, I mean, I've got customers that have been with us over 10 years, so we know, um, we know the value, we have deep relationships, and, uh, and, um, you know, we, we continue to satisfy them, and we're known for that. If you talk to Gartner G two crowd, they'll tell you Jitterbit is known for keeping its customers happy.
AI assessment note: “I've got customers that have been with us over 10 years”
