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.
Full method →
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Yeah, if you look at your last 12 months in terms of total revenue, what percent of it was just pure software, not usage, not anything else, just pure soft SaaS?
A Um, probably 85% is pure SaaS. Oh, pretty significant. Because we're only just, yeah, yeah, SaaS is predominantly now, because we're only now moving into our distribution model. So what we do is we power the platforms for like American Express, Flight Center globally. We're, we're building out the distribution B to B platform play. So our goal is to be able to bring those who already own that customer base, which is enormous markets. As an example, the top five travel management companies of the world, Control over a hundred billion dollars worth of meetings and events spend because they already service the travel market for those big, large corporate customers. But there is an enormous opportunity that sets anything between two zero to 200 packs for events, which they don't touch. And that needed to be a self-serve solution. So we built that platform.
AI assessment note: “probably 85% is pure SaaS.”
Answered produced feed
D 5 · C 4 · P 4 · Cm 4 4.30
Q cut you off, but we're, we are short on time. I totally get the product. It makes perfect sense to me. I totally understand why you're doing it. It's a huge problem. I get it. So I want to dive more into, I want to get more, capture more of your story here. So, so walk me through kind of a timeline. When did you launch the company? What year?
A I launched Ivy in 2009. I started building the first platform for meeting and event organizers, much like what you see Cvent in the States. We built that Cvent platform here in Australia. Um, my journey started back in South Africa when I built the first platform to solve that corporate meeting spend problem to be able to provide availability rates and inventory online. Um, when I originally built the platform, I had massive demand. Um, it outstripped the capability of its, uh, uh, how it'd been built and engineered. I had to re-engineer that platform to start again because it had been built in ASP.classic, not in a PHP or .net. And, um, I obviously have bootstrapped that company for a couple of million.
AI assessment note: “I launched Ivy in 2009.”
Answered produced feed
D 5 · C 4 · P 4 · Cm 3 4.15
Q When you say packs, Lauren, you mean people?
A People, yeah, packs. So that, yeah, it's as people. So as an example, let's go back all the way to the beginning. The biggest problem with organizing an event that it can take up to six weeks to be able to source and, um, access and get people to respond to an inquiry. Okay. You go backwards and forwards negotiating between a venue and a supplier and the potentially the corporate that you are either organizing it for or on behalf of. Now, the reason for that exists is because there's been no systems that sit at the supply chain. So there's been no ability for these, um, Sales and catering systems that sit at venues or inventory management systems that sit, um, in suppliers that actually connect online that make available the inventory time available and rates for those solutions.
AI assessment note: “People, yeah, packs. So that, yeah, it's as people.”
Answered produced feed
D 3 · C 4 · P 3 · Cm 3 3.30
Q Yeah, that's great. Um, I want to understand more of how you've signed, this is incredible, how you've signed up so many locations. What's your growth, I mean, what's the number one growth channel look like?
A Look, right now, I mean, majority of our time over the last nine years has actually been spent in the Asia-Pac region. We've obviously recently launched into the US, which we've got, you know, enormous pipeline because we're working with global groups. We also launched into the UK. We have global teams out of South Africa, but we found that, you know, definitely because of the large volume of major groups, which are brands like in the States, as well as in Europe, you know, the volume of properties that we're getting on board are, You know, in the hundreds, you know, we don't just get on one property, we get on large groups. Okay. And then we roll those out across the markets. I think there's still a lot of learnings, to be honest, Nathan, about our growth trajectory. It's not less, it's not like a simple tool where people just sign up and, you know, we have outbound sales teams, we have on the ground, uh, you know, high level executives.
AI assessment note: “we don't just get on one property, we get on large groups”
