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 4 · Cm 4 4.60
Q And why is that? Why were you able to do that?
A Well, Because of what we do, it's very, very sensitive data. So, you know, we're taking the most trusted assets of an enterprise, and we're helping them make sense of it. So you have to do, if you, if you want to do it properly, you have to put a lot of time and energy into your security, um, encryption and all of the architecture of your system to make sure it will work properly and that there's, there's no breaches. So once you do that, um, You know, the, the next, you know, I think a lot of people started at the, at the SMB because they can, they can have a really simple, minimal viable product, and then move up over the years, put more and more time into it. With ours, we couldn't really have a minimal viable product Unless we already put a lot of work in. So we thought at that point you might as well recoup it by selling into large enterprise.
AI assessment note: “we couldn't really have a minimal viable product Unless we already put a lot of work in.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q and you spend a dollar, right? That payback period is called 10 months, but you can multiply both of those by 10 and the payback period is still is 10 months. I'm just kind of curious from an aggressive perspective, are you willing to spend up to a year or first year ACV, no matter the size to get the customer or, or you want to do less than that?
A No, no, a year is, I think a year is still fine at this kind of stage. Right now, you know, the, the most important thing for us is if we're not operating in a bubble, right? There's, this is becoming a very, very hot space. And, um, we have to make sure that we, it's a bit of a land grab. We need to get as many big logos as we can as quickly as we can and, and do a great job and routine them. So, um, that's, that's our goal. Our, we've got our foot, you know, fully to the floor. And, um, if in the early days, maybe not quite so much, but as soon as the space started heating up, and you see big potential entrants and things like that, let's try to just Spend what we need to spend and get, get as aggressive as we can. Um, not be silly about it, but you know, I think a first year spending the first year on, on sales and marketing costs is, is fine.
AI assessment note: “a year is, I think a year is still fine at this kind of stage.”
Answered produced feed
D 5 · C 4 · P 4 · Cm 4 4.30
Q I'm just curious, like how small though? Fully weighted.
A It varies pretty widely when, whether you're talking about a company like, um, a very, very large enterprise with a couple of 100,000 seats, you know, you might see a sales cost of 50,000 dollars. Um, or if you're dealing with, you know, we've, we had, um, we actually had a very large company that, that came inbound to us. Uh, as a referral from another customer, we close them in 60 days with almost no sales cost. So, you know, I think, um, even if we do kind of go, you know, all out and we're spending a lot of client, uh, time on site with the client and everything, it's just not even one of the factors that, that we really worry about in terms of, um, You know, should we try to, should we try to spend less and get less deals?
AI assessment note: “you might see a sales cost of 50,000 dollars”
Answered produced feed
D 4 · C 4 · P 4 · Cm 4 4.00
Q Yep. Now it's not like you're starting contract values called maybe a hundred grand and it obviously goes up from there. What are you willing to say? How aggressive are you being? What are you willing to spend to acquire a 100,000 bucks of new ARR?
A Uh, yeah, you know, I, I don't think we pay too much attention to our sales costs or our marketing costs at this point because, you know, it's, it's, um, there's a really good return on the revenue that we bring in. Since it's high margin revenue, um, there's a really good return. You know, our valuations tend to be somewhere in the 20 times, um, uh, forward ARR, um, uh, level. So when you're, when you're looking at that, like if you, if you brought in A million dollar deal and you spend a million dollars to get it. Although we've never even came close to, to spending that much money, but even if we did, let's say spend a million dollars to get a million dollar deal, um, you know, there's, there's a great return on that right now. So we're not, we're not trying to, um, be profitable or anything like that.
AI assessment note: “I don't think we pay too much attention to our sales costs”
Partly produced feed
D 3 · C 4 · P 3 · Cm 3 3.30
Q Makes sense. Talk to me real quick before we wrap up, uh, you know, obviously churn is critical. It sounds like you, I think probably have net revenue retention above a hundred percent at this point. Is that the case? And if so, what's the kind of the gross revenue churn per year?
A Yeah, we have almost no churn. So the, the, um, and if you look at it from So the, the types of customers that we've had, uh, hit the pause button. Um, essentially our system, uh, most of the time for most of the use cases that people do, it's trying to improve, uh, a CRM that nobody was using. So our system goes in, does a bunch of automation and all of a sudden now there's great data in the CRM. The problem is we've had some organizations where customers have said, we need to switch CRMs because, you know, we were with this company and now we moved to that one or whatever. A lot of times that's a two year, uh, pause. So if that happens, we have to go pause as well. Um, is that churn? I don't know. Um, but other than that, among our enterprise customers, we haven't had any, any churn at all.
AI assessment note: “Yeah, we have almost no churn.”
Redirected produced feed
D 3 · C 3 · P 4 · Cm 3 3.25
Q just launched yesterday. In other words, there's, there's nothing that I realized, wow, this enterprise until I get down to our customers and I see PWC and Reed Smith and I'm going, maybe there's something else going on here, but nowhere do I see like, you know, You know, the only CRM to protect against security breaches, or handle your most, like, sensitive data. Why don't you lead with that?
A Yeah, we talk about it a lot in our blogging, and in our thought leadership stuff, and at conferences and stuff, but we don't, yeah, we probably don't make it as front and center as we probably could, because I just, you know, we onboarded a half dozen employees today, and one of the things that I mentioned in the speech to them, you know, the kickoff thing with the guys was, Um, for a company of our size, it's almost on, our logos are almost unheard of, you know, and it's not, we don't, we're not one of those companies that has, you know, five seats at PwC, you know, we've got a 100,000 seats at PwC. And, uh, it's like that with a lot of our customers. Our customers are, you know, giant banks and the biggest law firms in the world and the biggest tax, they're the, the, the most data sensitive Companies in the world. So it's, uh, yeah, I think it's something that's unusual about us for sure, just because of kind of how we had to build the solution.
AI assessment note: “we probably don't make it as front and center as we probably could”
