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 4 · Cm 4 4.60
Q I see. Okay, great. And RJ, I mean, what got you, you know, this is a very fascinating space with the advent of kind of Airbnb, but people still craving hyper curated experiences. What got you into this space in the first place?
A Well, I was working, I was previously CEO of digital media for the largest media company in Spain, and that was back in the old days before, uh, well, right when user-generated content was kicking off. I started an obsession with photography and using Flickr. Early on, I really saw and felt that there was, um, this unstoppable force of user generated content. I always like B to B business models, um, personally more so than B to C. Um, I like aggregation business models where you're taking data and you're adding value because of the insight you can drive through quantitative and qualitative analytics. And so Really, uh, ReviewPro was born out of that original interest and obsession with user-generated content and sort of a reverse engineering of where would there be an opportunity and where could we grow a great business?
AI assessment note: “ReviewPro was born out of that original interest and obsession with user-generated content”
Answered produced feed
D 4 · C 4 · P 4 · Cm 3 3.85
Q That makes sense. Well, I guess what metric do you use to understand how effective your sales team is in getting customers to adopt new modules?
A Yeah, exactly. So, I mean, in our KPIs, what we measure is, uh, first of all, every month, obviously, we're, we're, we're tracking monthly, which is new MRR, and which is renewal MRR, um, of, within the details of the KPIs, we're looking at, if we acquire, uh, in new MRR, um, uh, we have targets and goals for, uh, the average number of new products. We have goals for upselling. So, In our KPIs, um, we're tracking all of that. And then our, um, our chief revenue officer, when he's managing his team and working with, um, you know, our sales directors and our sales managers around the world, what they're looking is to, uh, you know, to identify where there's shortfalls in each of those metrics and focusing on improving where improvement needs to be made. But, but yeah, we are tracking kind of every step along, um, you know, the conversion path from number of leads, To, um, uh, leads to quality, qualified demos, conversion rates. So I would say that we have a fairly sophisticated, um, uh, set of KPIs and we've got a great, uh, head of sales who's managing that and, and putting pressure and, and working to improve where need be RJ last economics question here.
AI assessment note: “average number of new products. We have goals for upselling.”
Partly produced feed
D 3 · C 4 · P 4 · Cm 3 3.55
Q Okay. Now what I'm trying to get a sense of is about how many locations per logo you're working with. Do you average? And that helps me get a sense of what size of brands you're working with.
A Yeah, but we work across all segments. So for example, our smallest client is a hotel that has seven rooms. Uh, they have one property. It's an independent property with seven rooms. And our, our biggest client, as I said, is That has, uh, 1300 properties globally. So that was one of our successes as a SaaS company is we were able to build a product that was relevant for all segments, and that we were able to build a customer acquisition strategy built around content, and we were able to drive leads and volume across all segments. And then while we also, and obviously do a face-to-face sales, A large part of our sales are done over the telephone and remotely. So that was what allowed us to scale the business. Um, you know, I sold the company, uh, about two years ago to the largest, uh, hotel technology company in the world. It's called Shiji. Uh, when we sold the company, we had 62 full-time employees, right? And so we've grown the business and the team significantly since, since the acquisition. But, um, we were a very, very optimized, um, uh, company that was very capital efficient. And, and, and our ability to build a great product and scale the business.
AI assessment note: “our smallest client is a hotel that has seven rooms... biggest client... has 1300 properties”
Partly produced feed
D 3 · C 4 · P 3 · Cm 3 3.30
Q That's less than 10% in revenue churn per month, per year?
A Absolutely. That's great. So we are, this is one of the reasons we were able to grow is because we always focused on data and proposition clients. Um, myself and the other two founders, we didn't come from the hotel industry, so we didn't have the hubris or arrogance to think we knew what our clients needed. We were really good curators of listening to what they said they needed and then actually developing the right product for the, for the market based on those inputs. And, um, by that focus on data, that focus on value proposition, really listening and developing the right product, it allowed us to have, uh, a really, um, exceptionally, um, uh, high renewal rate.
AI assessment note: “Absolutely. That's great. So we are, this is one of the reasons”
