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 4 4.85
Q what pricing axes to price against? Because again, you have use it, you have a bunch of different products, more than 10 that I see listed on the site in terms of the things they can get from you. And then you can price each of those differently. Plus you can price for product upsells. How do you decide that? I mean, it feels like a very complex pricing structure.
A No, actually it's a pretty standard. Think about it this way. I have a band that say a zero to a 100,000 address. Think of that as your Basic, and then you have a product. A product maps to those, so each product has a price, and then when you bundle multiple products, you get a discount. So let's say the price for their cost estimator, their renovation cost estimator, which is one of our most popular products, it can range between five to 25,000, based on, uh, also, like, there are certain, for example, banks require a lot of InfoSec services, so that changes the price structure. But let's say it's 10,000 a month, Very simplistically. If you add two more products, each one of them is going to, let's say, 5005 thousand, and then you get a discount on the 20,000 that we've just added up. So it's really a very simple matrix. It's pretty straightforward. It's by bands of addresses, by product, and then once you have that price, you add them all up and you apply the discounts.
AI assessment note: “It's by bands of addresses, by product, and then once you have that price”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Okay, so maybe you're lower than that today, but do you think there's a path over the next year or two to breaking 400,000 dollars per month in revenue?
A Yes, very clear. And now we're seeing it actually very clearly in the pipeline. And also there's a trend right now in the industry where I think a lot of the large institutions are focusing a lot more on retaining that customer post transaction. As you probably know, when you give somebody a mortgage, you're only going to interact with them when you send them the invoice. And right now there's a whole sort of a more focus on trying to stay close to that customer to capture the next transaction and capture more share of wallet, more HELOCs, more car loans. And that's not going to happen by dropping them after the transaction. So this is where we, the value proposition that's becoming more of the business case that most of the industry is looking at today.
AI assessment note: “Yes, very clear. And now we're seeing it actually very clearly in the pipeline.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Okay. Well, I mean, your money is the most important money, right? You're putting your money where your mouth is. It's your baby. Are you comfortable sharing how much you've put in? And was it, are you swinging for the fences? Is it like you're a hundred percent, your life savings, it has to work, or it was like a drop in the bucket for you.
A Let's say we, I put in north of a million dollar into that business. It's not a drop in the pocket, but it's also not gonna kill me if it, but it's something that I really preserve very carefully, and I've built a very, um, careful strategic plan to build what I wanted to do, to build, and that I knew would take some time to get there, and that's why we stayed with my own money and private money, so that we can control that, uh, growth. Right now, we're at a very different stage. Right now, we're We got what we wanted. We built what we wanted. So going into a large transaction, we'll, um, we'll be in a better position. Basically, we're at the point where we can explode sales, and we're seeing it right now with a very small sales team, so we want to grow that.
AI assessment note: “I put in north of a million dollar into that business.”
Answered produced feed
D 5 · C 4 · P 4 · Cm 4 4.30
Q And you mentioned you're in the middle of something. Are you exiting the company or raising right now? Are you bootstrapped? Give me more of the backstory there.
A No, we are mostly bootstrapped. So we have only taken private money. That's been the case, including some of mine. Uh, and we lived within our means. Most of the time we are, uh, We try to be always near profitable, meaning that we try to stay profitable, but we reinvest. We don't try to be very profitable. So that's just, uh, but we can switch to that. We are in the middle of two transactions that may change the way that looks. And so I, that's what I, I need to be careful not sharing more than that. I'm not, we're not exiting right now. Let's just say that we're not exiting. Uh, we may be raising, but right now it's sort of like being evaluated. I just put it this way.
AI assessment note: “we're not exiting right now. Let's just say that we're not exiting.”
