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 And what, just give us a sense of size. I mean, are we talking people pay you 10 grand per month or five dollars per month? What's kind of ARPU?
A Yeah, so, so, um, it, it, there's a wide range for us, but I would say that, you know, the, the, the cheapest plan that we have, we're the, if not the most expensive, uh, CRM in the space, we're at the premium level in our pricing, so the cheapest plan we have is 65 dollars per user per month. Okay. It's a lot more expensive than what our competitors do. Um, it can go up to, you know, it was 200, almost 200 dollars per user per month. Um, so we go, although you have customers that are as small as Just paying us the 65 bucks or a few hundred bucks, all the way up to tens of thousands of dollars a month.
AI assessment note: “the cheapest plan we have is 65 dollars per user per month”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Yeah, very cool. Talk to me about funding. Self-funded or have you raised capital?
A We're kind of a monster in the middle. So, Close Eye is self-funded, but if you give the whole story, when we started the business, we went through IC, we raised a seed round on convertible debt, and then we pivoted that business into elastic sales, which was a services business, um, and we bootstrapped more or less elastic sales, and then we launched Close Eye as a fully self-funded product, and we never raised a penny afterwards. Um, so, You know, legally, since it's, it remained the same, uh, legal structure as a business, uh, we had raised money for this business, but we've never, we're running like a, we're running a profitable self-funded business at this point, and Close.io, um, never got a dollar in venture funding in one way or another.
AI assessment note: “We're kind of a monster in the middle. So, Close Eye is self-funded”
Answered produced feed
D 5 · C 4 · P 3 · Cm 3 3.90
Q Not even close. You, you are super active in kind of the SaaS space. Um, Tom and a lot of these guys at Redpoint or others are seeing valuations kind of decrease. Uh, what do you tell people who are, who are thinking about how to value their company, whether they're raising or they're selling right now? SaaS specifically.
A I mean, you get what you can get. It doesn't matter what the average numbers are. I mean, of course, everything affects everything, but ultimately, you have to look at your individual company, and your team, and your situation, and the demand you can create, ah, for, for what you do. Um, you can be an outlier, you can be an average, or you can be what most people are going to be in most companies, way below average. So, I think that it's good to be aware of what the temperature in the market is, but I think much more important is that you are aware, really self-aware of what the temperature is in your own company, in your business, and with what you do. So, yes, be aware of it, but, but there's still companies out there that demand a really high premium because they can, and there's going to be companies that up markets where everything is selling for crazy multiples that are going to struggle to demand anything near that. Um, so I think it's important to be aware of what the market is, but I think more importantly, you need to know that every business is, it's a totally different case, and you, the value of your business is determined on what the market is willing to pay for it, and what you are able to create in terms of market demand.
AI assessment note: “you get what you can get. It doesn't matter what the average numbers are.”
Partly produced feed
D 3 · C 4 · P 3 · Cm 3 3.30
Q and says, Steli, you know, you go to a YC conference and someone says, we have this brand new marketing channel, it's working great. You probably have a program where you can quickly say yes or no to test new channels. How do you figure out what amount of money to spend on new tests, and if they work, how do you figure out how to double down on them?
A I think the most important thing with, ah, attaching new channels is to not just determine what the desired outcome is, but to determine what does success look like, but then what does failure look like, and what does the in-between look like, and then what do we do in each Too many times, if we do a new test or we test a new channel, if things go dramatically good, we all get it. Everybody is in agreement. This worked. Let's do more of it. If things go really horribly bad, we all see it. It's, it's obvious. We all know this didn't work. Let's stop it. But most of the time, my experience is that the results will not be either massive success or crushing failure. It's going to be something in between. Some things worked. Some things not. The numbers are not quite what we wanted, but they're not nothing. And there's disagreement or ambiguity on what to do with this. Um, and I think one of the most important things that, that I teach people and the, the, the thing that we've learned to do is to plan for all three scenarios and say, okay, what does success look like and failure, but what is the in between? And what do we do if the first batch of results we get are not quite clear? Do we kill it? Do we double down? What is the, like, we're just really thinking through when you, before you get into testing your channels, what you're going to do with the results to come back in each s…
AI assessment note: “plan for all three scenarios and say, okay, what does success look like”
