Victoria Lambrianidi’s Post

In 2022 we were heavily focused on selling to B2B Sales teams, and as 2023 kicked off we made the decision to pivot our GTM and ICP to Contact Centers & Agents. The product didnt need to change, who we sold it to did. What data points did we use to justify this switch at the beginning of one of the worst periods of time in recent memory to try and raise Seed capital? Honestly, most of it was subjective. People thought we were crazy to admit to VCs we had no objective data that these customers were the right ones, but could feel it. We would say things like.... - These customers "just get it". - Contact Center customers are already trying to enforce Playbooks and Battlecards, they just havent had a mechanism to do so. - Our biggest competition is Excel As Steve Jobs famously discussed in his Stanford commencement speech, "Its only possible to connect the breadcrumbs looking back". Beyond the fact that we have customers in an entirely new customer segment on G2 within a 12 month period, the business metrics back up this decision. LTV/CAC 2022: 2.01 2023: 7.98 Avg MoM Growth 2022: 5% 2023: 18% Avg Monthly S&M Magic Number: 2022: .11 2023: 1.19 Avg Payback Period: 2022: 64 2023: 17 Sometimes you just gotta go all in, trust your amazing teammates Clare Dobson Spencer Fossen Cole Ackerman, MBA and then 12 months later get some cool badges from our awesome customers :)

Great piece to camera from Pearl - love this approach. I think that Next Meal are based in London Borough of Haringey. As we know Geoff down in Cornwall is a proponent of 80:20 ie trying to get 80% of benefit for 20% of cost. Next Meal is such a great idea but how can Pearl achieve 80% of what she wants to achieve by only spending 20% of budget. Well as far as property is concerned I’ll attach the list of property assets that those who live in Haringey actually own albeit through the London Borough of Haringey as council in its role as freeholder of real estate assets within its boundaries. Is LBH making best use of its assets for its communities ie “ sweating “ them to use a culinary/ real estate term of art. If not , could the Estates Department at LBH identify those of its assets which are surplus to operational usage and allow them to be used by collectives of Third Sector organisations like Next Meal to make a difference day to day. After all there are something like 140,000 charities in the U.K…. If there weren’t demands for their services we wouldn’t need them. So why not offer such surplus real assets to charities like Next Meal to use them for “ meantime use” …. In this case providing sustinence & support but also perhaps shelter from the storm … both economically and physically. Good work - Pearl and your colleagues

This is my new venture that we officially launched in late August. Thank you for all your support thus far. 💡 We look forward to an even more abundant and successful 2024! See you on the other side! 🔆 #cxpose.tech #b2bmarketing #CX #DX #ITops #AI #cybersecurity

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If you are feeling worried or despondent about what's happening in the UK, make the time to listen to this. And then read Gamal Turawa (MIDHP)'s bio!