Boris Valkov

Yeah, I mean, the DNA of the company is execution and the rate of innovation. So I think the foundation of every software startup is rate of innovation. So how bigger steps you're making towards the next level of innovation, because your customers expect you to be on the top of the game. And the other one is the speed of execution.

So those two things are the only thing that you have a software startup that makes the difference. Because if you're not fast and if you're not innovating, then someone is going to take over the market. So from that perspective, our company was set up from the get-go. The DNA was execution, execution, execution, and of course, innovation. We listen to our customers.

So those two things are the only thing that you have a software startup that makes the difference. Because if you're not fast and if you're not innovating, then someone is going to take over the market. So from that perspective, our company was set up from the get-go. The DNA was execution, execution, execution, and of course, innovation. We listen to our customers.

I spent hours in your call center. We dissected every second, every minute of everything that you guys do so that we can outline the software to the business needs to make it perfect. And that's what we do with our customers. We make sure we spend hours to understand every single second of the conversation to make the software best possible version of it. So that's kind of what it says about.

I spent hours in your call center. We dissected every second, every minute of everything that you guys do so that we can outline the software to the business needs to make it perfect. And that's what we do with our customers. We make sure we spend hours to understand every single second of the conversation to make the software best possible version of it. So that's kind of what it says about.

I don't know if you remember the story where we discussed with Luke and then Luke is like, hey, cancellations, we need to think about cancellations. This was in the night. Next day, a couple of hours later, we had cancellations already in the software implemented. The night was a few hours in the day. So this is like the examples of speed of execution and implementing things fast.

I don't know if you remember the story where we discussed with Luke and then Luke is like, hey, cancellations, we need to think about cancellations. This was in the night. Next day, a couple of hours later, we had cancellations already in the software implemented. The night was a few hours in the day. So this is like the examples of speed of execution and implementing things fast.

And that's how the whole company set up to win.

And that's how the whole company set up to win.

It's a complete waste of time.

It's a complete waste of time.

I mean, yes. So we can always do the calculator, kind of calculate for every single company what it means. But the easy ROI calculation is, average for the home service, average ticket size is $500 to $1,000 normal. And then if you have a high value code, it's like $10,000, $20,000, $30,000, $40,000, right? So you lose one of those, you lose $1,000.

I mean, yes. So we can always do the calculator, kind of calculate for every single company what it means. But the easy ROI calculation is, average for the home service, average ticket size is $500 to $1,000 normal. And then if you have a high value code, it's like $10,000, $20,000, $30,000, $40,000, right? So you lose one of those, you lose $1,000.

So the question is like, do you believe that your CSR can save one more call with software? And if that's the case, you're kind of already making it. making profit. And from there, everything is like a scale for the company improving. So ROI is very clear in this situation. So everything is about, do you want to be more profitable? Do you want to scale faster?

So the question is like, do you believe that your CSR can save one more call with software? And if that's the case, you're kind of already making it. making profit. And from there, everything is like a scale for the company improving. So ROI is very clear in this situation. So everything is about, do you want to be more profitable? Do you want to scale faster?

Do you want to have more marketing budget for, to be able to kind of grow faster and kind of get more leads, get growth? So that's kind of the questions that companies should be asking themselves with technology.

Do you want to have more marketing budget for, to be able to kind of grow faster and kind of get more leads, get growth? So that's kind of the questions that companies should be asking themselves with technology.

Yes. And this is just one of the kind of the angles that you see, like booking rates is just the high level surface level. But then what about like, why did we book and why didn't we book? These are questions that everyone should be able to answer. And that's where the biggest challenge of the call center is today. Like you just cannot answer those questions.

Yes. And this is just one of the kind of the angles that you see, like booking rates is just the high level surface level. But then what about like, why did we book and why didn't we book? These are questions that everyone should be able to answer. And that's where the biggest challenge of the call center is today. Like you just cannot answer those questions.

And the other thing is that all the opportunities and automations that you create afterwards, like these workflows that you can create after the call center, This is everything can be connected together with the other systems that can be doing the rehash and the other system that can kind of reaching out and all those kind of things. So this whole thing can be connected in one system.