The Exchanges

Q And what's the difference? Help me understand. But for people that maybe don't know that don't use those products right now, maybe they want the future. Well, what is the difference? Can a customer, why can a customer be a customer of one, but not the other?

A They can be customers of both, but it'd be different parts of the company. So our core, our main revenue driver today at G two is what we call G two marketing solutions. And those help software sellers better market their products based on their authentic customer voice on G two, based on our buyer intent data, based on the customer driven content. We create that for them, but that's sold as the marketer. You know, so our ideal buying persona there would be the CMO. And, and then the track product is really for the CIO CFO. And it obviously could be a software vendor. It could be any company in any industry. Everyone's running more and more SaaS apps. Everyone's running more and more cloud and track is targeted to CIO CFO that wants to get a handle on their stack. And I think it's true at G too. We run over 200 apps now. Most of them, I have no idea what they are. And we use that ourselves because, you know, that's kind of scary to our VP of finance. One, are we, Do we buy apps? We're not even using, which tends to happen. If you have 200 of them, we just kind of forgot to shut them down. And then to also for, you know, our security, our IT team, there's concerns. Do we even know what all these apps are? Are there security holes? You know, are they not yet in Okta? So there's a lot of value there, but it's a very different persona. And that's why it's also a very, very differen…

AI assessment note: “They can be customers of both, but it'd be different parts of the company.”

Q And it's track right now, a free product you give, like we give you our data and then you recommend, you know, ways to save money on software, or is that also a paid tool that CIOs and CFOs are paying for to do financial planning or things of that nature?

A Most of it's free today. It's a freemium. It was a premium version, but I think that one we're still, I'd say learning on, um, you know, and improving the product before we really take it to prime time, but it is really exciting and you could try it for free, you know, really any company. And the way it works is you just hook it into your financial system. Like if you're running impact or net suite, just putting your net suite credentials, we automatically parse your general ledger data, figure out which of, you know, your spend is actually on SAS, which apps is it? We categorize it all. Based on taxonomy, we already have on gt.com because we categorize over a 100,000 apps into 2000 categories. And so then we can tell you, okay, yes, you do have five of your marketing apps. And we also will have APIs to systems like Okta. So then we can also quickly tell the CIO, CFOA, by the way, which of those apps are actually using. And usually there's some low hanging fruit in savings out of the 200 apps you're running. 10 of them nobody's logged into in three months. Okay, awesome. There's some money we can save there. And then on the other side, we can say, by the way, here's 10 new apps that companies like yours and your industry, your size are having a lot of success with based on their feedback on gt.com, but you're not getting to running them. By the way, here's a special offer from …

AI assessment note: “Most of it's free today. It's a freemium.”

Q What enables you to drive the upsell? Like what's the utility metric you're upselling against?

A And I think one simple one, you know, our, our basic kind of branding package, which is basically like a premium profile on G two plus tools to, you know, embed CTAs in your G two profile. I think of that as like a glass door premium listing, but one nice thing about that, like a startup only has one product. Whereas let's say an IBM, they have hundreds of listings on G two. That's one nice. And we'd license that one profile at a time when product profile and enterprise, we can say, Hey, why don't you upgrade a hundred products at once? And obviously we'll give them a better deal if they do that. Um, so that's one dimension of scaling. And then the other one is we do have three additions to our seller solution. Basic addition is that premium profile with branding with some review management tools, but then our second tier solution includes our buyer intent data. And we have what we call a power package for about buyer intent data and sellers love our buyer intent because, you know, now every month there's seven million software buyers coming to gtu.com and our buyer intent data can tell you what are they shopping for? And obviously if you're a vendor and I was always in CPQ business before, you know, but I, I would have died to know who's shopping for CPQ software right now. And gt.com can tell them that. And we can't always tell them the person, you know, because obviously we …

AI assessment note: “we license that one profile at a time... upgrade a hundred products at once”

Q There's a lot of companies, Sastrify, I think Ryan at Vendor just raised at a six hundred million dollar valuation. I mean, would you go out and ever look at acquiring one of these companies to jumpstart this new sort of procurement product, or maybe kind of procurement product?

A Well, Ryan and Vendor were actually partnering with, and we had done an acquisition a couple of years ago, you might remember, called Siftri. And that is now gives us a product called G to track because Siftry had been building a track product, which tracks all your SAS apps, all your SAS spend. And we saw that very synergistic to the G to marketplace because it gives us all this extra insight. What are software buyers really using? What's trending for software buyers. It also has something we call pulse surveys, which give us real sentiment and much like reviews on how the users actually like the apps they're running. And it's a hundred percent trusted content because we know those companies are actually running the product. So we're, we're still very excited about that. And that's actually where we've been talking to Ryan and vendor about partnering because they're great at negotiating deals with vendors, which is frankly something we don't want to do, but, you know, we do give a company their whole SaaS stack. We can give them benchmarks. And then, you know, we are starting to partner with vendor where vendor can then, once you understand your SaaS stack, once you understand all the benchmarks in G two, I think vendor then helps You know, you make sure you're getting a fair deal from all the vendors. So we see that as very complimentary. Um, and, uh, and I think right now th…

AI assessment note: “I'm not looking to do any new acquisitions right now because we just have”

Q And that's why I was, was that in preparation for the round in what July or June?

A It wasn't so much. Cause frankly, like when the pandemic started, like, I think the last time thing anyone was thinking about was raising another round or at least I wasn't, you know, it was more like, and luckily we saw the money in the bank. It was just like, Hey, how do we make sure we can weather this storm? You know, cause nobody knows how long it's going to be. Um, and, uh, yeah. And then frankly, our growth came back faster than we planned. And then, so all of a sudden we were cashflow positive. Although we, way before we even want it to be, but now with the unicorn round, we are investing, we accelerate. And so I think what I can tell you looking forward, I think we are expecting to be, you know, 50% plus per annum AR revenue growth. And, uh, and I think we're, and obviously depends if you look back, but, but, you know, but that's a rate we're very comfortable with.

AI assessment note: “It wasn't so much. Cause frankly, like when the pandemic started”

Q You're a storyteller, so I want to get the hard numbers out at the same time, you know?

A Yeah. No, and I, I don't want to talk about the numbers and making money. Cause like Henry's better at that than I am. But what I want to talk about is also everything else you can learn. And I think equally to me, it's how do you find meaning? How do you grow spiritually? And it's probably what's been really surprising, interesting to me about entrepreneurship is it has been also a spiritual journey of personal growth, learning. And I do think entrepreneurship is a unique platform to do both. You can do really well, make a lot of money. And I think you can really grow as a human. And I think if you build a really good company, it can be a platform for others to grow as well. And I'm sure you see that, but I love that. Our entrepreneurial family now, we've hired, you know, well over a thousand people over the many years, but seeing so many of them grow with us, and now I'm also really excited helping them start their own companies, and so it's also a wonderful platform we can create to make the world better. Uh, but my first job was as a McKinsey consultant, and there you get paid by the slide. So I do have quite a few slides, but mainly just pictures to hopefully help me tell stories, and, uh, So let's get going. Nine key lessons learned. And first, yes, I have five SAS babies. There's actually a sixth one in the works that I haven't announced yet, but my day job is G two and …

AI assessment note: “I don't want to talk about the numbers and making money.”