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 I like to call the folks in digital working in traditional journalism. You guys are the subsidizers in chief. Your revenue subsidizes the declining model, right? All right. Let's talk We Spire. What's the company doing? What's your revenue model? How do you make money?
A Sure. So we're an enterprise software as a service platform and large, uh, generally forward thinking companies are using our platform to essentially design, run, and measure the impact of employee engagement programs. Um, so we will go into a large company, um, and help them run their sustainability initiatives, their social impact initiatives, things like volunteering and community engagement, holistic wellbeing programs, meditation and mindfulness, physical health, um, family work life integration, And then most recently we launched positive workplace culture, which is a lot around diversity, equity, and inclusion, innovation, um, positive work, you know, belonging, psychological safety, all those kinds of things. The model is we get paid on a per employee per year basis. Um, so if they're running this program for every employee, there's a fee for every employee. If they're running it for a subset of employees, it's based on the number of employees. So very straightforward.
AI assessment note: “The model is we get paid on a per employee per year basis.”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Well, just to be clear though, Susan, typically though, uh, payback periods into the ratio on a bigger account, you'll spend more to acquire. So it's still usually just like payback. That doesn't happen to you?
A Crazy thing. It's not, it's not. It's pretty much the cost to acquire is pretty much the cost to acquire. And you know what? It's interesting in enterprise where we see the real expense. I mean, other than the commission expense, obviously that's variable, but where we see the cost is it is the same to get through legal and info sec for a company that is licensing us to use with all their employees as it is to get through it for a company that's licensing this to use this with 10,000 of their employees. That's a fixed time, a fixed expense, a fixed weight. And then for us, um, implementation is pretty similar between the two as well. Whether you're going to run these campaigns for 10,000 people, uh, run them for a 100,000 people, there's not a lot of variable cost in that. So.
AI assessment note: “Crazy thing. It's not, it's not. It's pretty much the cost to acquire”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Okay. You did decide to raise. Why'd you decide to raise? Why not bootstrap?
A Um, in the beginning, we just couldn't build the technology with the enterprise features and security. And, you know, so the clients that needed this were really, really big companies. Um, but we started in the consumer space. And so we had built, you know, kind of leveraging small amounts of capital to make that switch to enterprise. We just had to add a lot. Um, we had to be able to add security audits, operational performance, SLA performance and things. And I needed to raise capital to be able to fuel that. Then the second piece of it was the enterprise sales model. We tried inside sales and other things that would be lower cost sales model. The reality is it's both we're evangelizing a market. And these are really, really big clients. And so these are enterprise sales reps who sell this, um, and investing in that sales and marketing infrastructure is expensive as well.
AI assessment note: “I needed to raise capital to be able to fuel that.”
Answered produced feed
D 4 · C 5 · P 4 · Cm 3 4.15
Q Around 10,000. Okay, fair enough. Good. So, so you're able from a kind of cohort, we, you mentioned, I don't know, can you mention somebody, can we mention the customer in Austin you have?
A Yes. On our website, there's, um, some customers who have been fabulous enough to provide testimonials, so it's customers like Caesars Entertainment, MGM Resorts, Unilever, um, you know, and, uh, Cox Enterprises and others who are, are using us. We have lots of bigger clients who we can't reference publicly, but, um, It's, what's been really cool to see over the last five years is it really has been, there's not a sector that we haven't worked with at this point. So we have healthcare clients, we have automotive, financial services, consumer products, tech, biotech, um, really a wide swath. And what they have in common is that they have recognized kind of two things. One is that Being a force for good in this world is actually really good for business. Um, so these kinds of programs that have, um, you know, an environmental, a social, or a health impact also are helping them attract employees, retain employees, or helping employee performance, and then the programs themselves, like a sustainability program, has a really hard ROI in energy, waste, water, and fuel savings, and so what they're realizing is that there's this very strong connection Between being a force for good in this world and inspiring employees to do things that enable the business to be a force for good and business outcomes. Yep.
AI assessment note: “it's customers like Caesars Entertainment, MGM Resorts, Unilever, um, you know, and, uh, Cox Enterprises”
