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 Yep. That makes a lot of sense. We're talking about team today. How many folks are full-time?
A So we have 50 people full-time, and 80% of the team is actually product and tech. We're API-first company, so it requires a lot of engineers. Uh, we have, uh, people from all across European and even global fintech, um, so very senior, uh, leadership team. For example, our CPO, Dan Osborne, is ex-VP product at Marketa, which he scaled from 30 people to IPO. Um, our chief of staff, Sophie, was CEO of Atombank. And we have a number of other great technical experts, like, for example, Alex Akimov, ex-head of API at Edian, or Andre Ifriam, one of the first technical leaders at Mambu. And so this is more or less how we think about the team. We're on a fairly low development cost base because we base them in Eastern Europe, but we then have very- Which part of Eastern Europe? Georgia. Georgia. One percent techs. Very, very, very favorable.
AI assessment note: “we have 50 people full-time, and 80% of the team is actually product and tech”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Explain to me how the take rate works. If I'm a B to B SaaS company, I use Monite's power in app invoicing and invoices for a hundred bucks. It gets paid. How much is Monite going to take for that?
A Yeah, I think it depends on a specific arrangement, right? But we use, for example, stripe rails in the background for invoice payment links. And then there is basically the cost of acquiring money on the cards. So depending on specifics of like which card it is, et cetera, our take rates could be like zero. It could be negative. It could be a few percentage points. The most important thing is that we give a fixed take rate to our partners. So for example, who would give them payment for whatever, like 2.6% blended rates. And they would say to their client, look, it costs just three percent each payment, which is the market standard that QuickBooks charges. And then they would always earn .4. And so what we do is we fix their earnings, but our earnings really depend on how much transaction costs. And we run our own risk in that regard.
AI assessment note: “our earnings really depend on how much transaction costs. And we run our own risk”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Okay. So I understand moving forward, you're targeting accounts at more than 30,000 dollar ACVs in terms of commitments and contracts. But when you look at your history right over the past couple of years, the average customer today, are they paying more like a thousand bucks a month or two grand a month? Is that a fair statement?
A Yeah, absolutely. So we, we usually don't have anything that pays less than that. It just doesn't really make sense for us. Uh, we rather look at people like Capital on Tap that already have hundreds of thousands of clients, and those contracts always go into hundreds of thousands per year in terms of minimal commitments, right? Um, so that those are the perfect customers we're targeting, yet we make the entry easy for smaller platforms or starting, uh, or guys who are just starting up. We, we just are aware that the cost of building this is in the millions. So what we ask them to pay as a minimal commitment is negligible, even if you compare, uh, compare it to a price of a single developer per year.
AI assessment note: “Yeah, absolutely. So we, we usually don't have anything that pays less than that.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Yeah, that makes sense. Now, you mentioned earlier, 20 customers and, you know, historic, I mean, you said in the future, you're targeting 30 K ACVs, but historically, they're more like a grand per month or 12 K ACVs per year. That would put you about 20,000 dollars per month in revenue. Is that generally correct?
A Yeah, yeah, that's about right. So I think in infrastructure, the thing that is the hardest for me coming from a typical SaaS business is that in infrastructure, real revenues always lag behind because there is a longer sales cycle, then people have to integrate, then minimal commitments kick in, and only then they start seeing sort of excess usage. And I think we're now exactly in a moment when we have most of the customers either integrating or just starting to go live. So we're yet to see this MRR acceleration, like real MRR acceleration. But that's basically how infrastructure business works. So people come in, many of them sign three or four year contracts. They're in for the long haul, but it takes more time to see this revenue materialize.
AI assessment note: “Yeah, yeah, that's about right.”
